Greater Toronto's Top Employers (2020)

WAYP/SALESFORCE

ct100.ca/gta

CO-PUBLISHED BY

MEDIACORP

Employees of Salesforce walking to work in front of historic St. Lawrence Hall in downtown Toronto.

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14th Annual Edition

GREATER TORONTO’S TOP EMPLOYERS 2020 Magazine Anthony Meehan,

VISA CANADA

PUBLISHER

p Employees at Visa Canada enjoying lunch together in the staff kitchen.

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Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins,

INTRODUCTION reater Toronto Area’s Top Employers 2020 have a straightforward strategy for winning. Simply be the best.

Whether for this contest or in the growing battle to hire and retain top talent, competition is fierce in the GTA where 40 per cent of Canada’s business headquarters are located. It takes more than lunchtime yoga or fresh veggie platters to make your organization a cool culture where people want to come to work. These winning employers have all shown a commitment to best practices, ensuring that their policies and human resources management are progressive and representative of the diverse multicultural populace that is the face of business in the GTA. While the industries may range widely from hot tech sectors to banking to healthcare, they have much in common. Priorities include creating a healthy environment where people can feel confident bringing their whole selves to work. Diversity and inclusion programs are the norm with many adding mental health as a regular part of health and wellness strategies. For example, KPMG recently appointed its first chief

Editorial Team:

RESEARCH ASSISTANT

mental health officer while The Boston Consulting Group of Canada is piloting in-house appointments with a registered psychologist to make mental health support more accessible.

All the organizations encourage employees to continue developing and growing their careers through educational resources and leadership training, often generously subsidizing tuition at outside institutions for courses related, and sometimes unrelated, to an employee’s existing job. But perhaps what’s most appreciated is recognizing employees as individuals with families and dreams and a life outside the job.

Supporting people with flexible work options, parental leave top up and paid personal days off makes a balanced life possible. For groundbreaking initiatives, look at Zynga Games Canada with its no-limit vacation policy or Borden Ladner Gervais LLP that provides new parents with a toolkit and parent coaching program for lawyers to help them through the transition.

Job seekers, here is your roadmap of where to apply for the best opportunities to build a career.

– Diane Jermyn

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MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

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Vishnusha Kiruz,

JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Jane Doucet Sheldon Gordon Simon Hally Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

© 2019 Mediacorp Canada Inc. and The Globe and Mail.

All rights reserved. GREATER TORONTO’S TOP EMPLOYERS is a trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

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WINNERS

p With just 100 employees, Healthcare Insurance Reciprocal of Canada / HIROC offers a surprisingly wide range of training and development programs to help employees develop in their careers.

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CCENTURE INC., Toronto.

Professional services; 5,122 employees. Offers travelling and client-based employees more balance through its “Full-Weekends at Home” and “Extended Weekends at Home” programs.

ACCOR, Toronto. Hotels; 9,655 employees.

Offers formal employee discount programs for discounts on room rates at properties worldwide.

AIG INSURANCE COMPANY OF CANADA, Toronto. Insurance; 422 employees. Offers generous referral bonuses of up to $5,000 for employees who help recruit candidates from their personal networks.

AMD / ADVANCED MICRO DEVICES, INC., Markham. Computer technology

manufacturing; 2031 employees. Offers a variety of opportunities for students and new grads to gain career level experience.

AMEX BANK OF CANADa, Toronto.

Credit card issuing; 1,702 employees.

Offers new parents the convenience of onsite daycare when employees are ready to return to work.

ARUP CANADA INC., Toronto. Engineering consulting; 349 employees. Provides paid time off to volunteer, allowing employees to offer their expertise and skills through pro bono work with charitable partners.

ASTRAZENECA CANADA INC., Mississauga. Pharmaceutical manufacturing; 836 employees. Celebrates exceptional achievement and performance through a variety of recognition programs.

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ASF CANADA INC., Mississauga.

Chemical manufacturing; 1,189 employees. Invests in ongoing employee development with a generous tuition reimbursement program.

BLAKE, CASSELS & GRAYDON LLP, Toronto. Law firm; 1,347 employees.

Increased its annual mental health benefit coverage and is an active participant in the Bell Let’s Talk campaign.

BORDEN LADNER GERVAIS LLP, Toronto. Law firm; 1,298 employees.

- Organizes a “Lion’s Lair”, the firm’s take on Dragon’s Den, to encourage team members to share their ideas.

BOSTON CONSULTING GROUP OF CANADA LTD., Toronto. Management consulting; 400 employees. Launched a Families at BCG Network to support new

parents and provide a platform to share experiences and resources.

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AA CLUB GROUP, Toronto. Travel insurance and auto services; 1,678 employees. Provides a variety of resources to help employees manage their health and wellness including a wellness app and exercise and meditation classes onsite.

CAAT PENSION PLAN, Toronto. Pension plan; 120 employees. Offers a variety of flexible work arrangements, including paid personal days off, telecommuting, and an earned days off program.

CADILLAC FAIRVIEW CORPORATION LTD., Toronto. Real estate management; 1,324 employees. Offers a health and wellness spending account which can be used at employees’ discretion for related expenses.

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CANADIAN NATIONAL EXHIBITION ASSOCIATION / CNEA, Toronto.

Amusement and entertainment facilities; 35 employees. Offers generous maternity and parental leave top-up payments for new mothers and fathers, to 75 per cent of salary for 52 weeks.

CANADIAN STANDARDS ASSOCIATION / CSA, Toronto. Testing, certification and related services; 727 employees.

Offers generous academic scholarships for children of employees who pursue post-secondary education.

CANADIAN TIRE CORPORATION LTD., Toronto. Retail; 65,000 employees.

Manages the extensive “Triangle Learning Academy” online learning hub that is accessible to all employees.

CAPITAL ONE CANADA, Toronto. Credit card issuing; 1,383 employees. Offers regular health risk assessments and lunch and learn sessions on topics such as stress and healthy eating habits.

CATHOLIC CHILDREN’S AID SOCIETY OF TORONTO, Toronto. Child and youth services; 461 employees. Provides contributions to a defined benefit pension plan, retirement planning assistance, and health benefits that extend to retirees with no age limit and 100 per cent premium coverage.

CERIDIAN HCM INC., Toronto. Human resources software and services; 1,734 employees. Established the registered “Ceridian Cares” charity to assist individuals and families in communities where the company operates.

CHILDREN’S AID SOCIETY OF TORONTO, Toronto. Child and youth services; 779 employees. Offers an option for new parents to extend their leave into an unpaid leave of absence.

CIBC, Toronto. Banking; 35,826 employees.

Provides retirement planning assistance and phased-in work options for those nearing retirement and retiring.

CISCO SYSTEMS CANADA CO., Toronto.

Computer and equipment manufacturing; 1,784 employees. Supports an employee-led “Civic Council” who direct volunteer work and charitable giving across Canada.

CITCO CANADA INC., Toronto. Portfolio management; 1,299 employees. Keeps employees engaged through a number of social events and celebrations throughout the year.

CITI CANADA, Mississauga. Banking; 1,365 employees. Offers employees at head

office subsidized access to an onsite fitness facility, with one-on-one training available at no extra cost.

COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO, THE, Toronto.

Professional organizations; 400 employees.

Offers generous tuition subsidies for courses taken at outside institutions and subsidies for professional accreditation.

q Alexandra Feswick, executive chef at Drake Hotel Properties, with a delicate addition to the day’s menu.

CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 3,032 employees. Encourages employees to prioritize their physical, mental and financial well-being through a dedicated health and wellness strategy.

COX AUTOMOTIVE CANADA, Milton.

Automobile auctions; 759 employees. Offers five weeks of starting vacation allowance and a variety of flexible work options.

CRH CANADA GROUP INC., Concord.

Concrete manufacturing; 1,174 employees.

Offers generous academic scholarships for children of employees.

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IAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 286 employees. Encourages employees to be active in their local communities providing matching charitable donations along with paid time off to volunteer.

DISTRIBUTEL COMMUNICATIONS LTD., Toronto. Telecommunications; 299 employees. Offers flexible work arrangements including shortened and compressed work weeks, telecommuting, and paid personal days off.

DRAKE HOTEL PROPERTIES, Toronto.

Hotels and restaurants; 126 employees. Offers in-house apprenticeships and paid internships for those who are early in their career.

DURHAM COLLEGE OF APPLIED ARTS AND TECHNOLOGY, Oshawa.

College; 839 employees. Has a dedicated Retiree Association which organizes events including golf tournaments, barbecues, holiday luncheons and an annual general meeting.

DYSON CANADA LTD., Toronto.

Electrical appliance manufacturing; 129 employees. Offers tuition subsidies for courses related and indirectly related to an employee’s current role.

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CCLESIASTICAL INSURANCE OFFICE PLC, Toronto. Insurance; 79 employees. Offers a defined contribution pension plan and retirement planning assistance as well as phased-in work options for employees nearing retirement.

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ENTERPRISE HOLDINGS INC., Toronto.

Automobile rentals; 2,790 employees. Celebrates exceptional performance and achievement through a variety of initiatives.

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IDELITY CANADA, Toronto.

Portfolio management; 1,084 employees. Offers a generous IVF subsidy when required.

FIRST CAPITAL REALTY INC., Toronto.

Real estate development and management; 370 employees. Encourages employees to become owners through a share purchase plan available to all.

FLEET COMPLETE, Toronto. Fleet and mobile resource tracking; 298 employees.

Organizes a variety of social events and celebrations to help employees stay engaged and connected.

FORD MOTOR COMPANY OF CANADA, LTD., Oakville. Automobile manufacturing; 7,641 employees. Offers generous discounts on new vehicles through a formal new vehicle purchase plan.

FRESHBOOKS, Toronto. Software publishers; 303 employees. Offers co-op placements and paid internships for students and young people.

FUNDSERV INC., Toronto. Financial transaction processing; 101 employees.

Offers a health spending account and a generous subsidy to help cover the cost of gym membership.

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ENERAL MILLS CANADA CORP., Mississauga. Food manufacturing; 712 employees. Focuses its charitable efforts on initiatives related to food security and hunger, hometown communities, sustainable agriculture and the environment.

GEORGE BROWN COLLEGE, Toronto.

College; 1,451 employees. Encourages ongoing employee development with generous tuition subsidies and a variety of in-house and online training programs.

GOEASY LTD., Mississauga. Consumer lending; 2,013 employees. Makes recognition a part of its corporate culture through a variety of awards programs.

GRIFFITH FOODS LTD., Toronto. Spice and extract manufacturing; 365 employees.

Manages the “Griffith Cares” committee to

DURHAM COLLEGE

FLUIDIGM CANADA INC., Markham.

Biological research and development; 143 employees. Provides a variety of financial benefits including a share purchase plan available to all employees, signing bonuses for some and year-end bonuses for all. p An Indigenous hoop dancer captures the attention of employees and students on the Oshawa campus of Durham College.

help spearhead community involvement initiatives and provides paid time off to encourage employee volunteerism.

GSK / GLAXOSMITHKLINE INC., Mississauga. Medicinal and botanical manufacturing; 2,116 employees. Offers new employees three weeks of paid vacation as well as time off over the holidays and up to six person days off annually.

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ALTON, REGIONAL MUNICIPALITY OF, Oakville. Municipal government; 1,909 employees. Offers priority placement at the onsite daycare to employees working at the organization’s head office.

HATCH LTD., Mississauga. Engineering; 3,165 employees. Offers subsidized memberships to an onsite fitness facility complete with instructor-led classes, such as aerobics, yoga and pilates and Zumba.

HEALTHCARE INSURANCE RECIPROCAL OF CANADA / HIROC, Toronto.

Insurance; 100 employees. Offers tuition subsidies for job-related courses and subsidies for professional accreditation.

HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto.

Hospitals; 552 employees. Manages a unique Advantage points program to

encourage employees to engage in healthy activities.

HOSPITAL FOR SICK CHILDREN, THE, Toronto. Hospitals; 5,877 employees. Offers long-serving employees up to a maximum of seven weeks of paid vacation.

HP CANADA CO., Mississauga. Computer technology and services; 503 employees.

Revamped its recognition program to utilize a social media style platform, making recognition more interactive and engaging.

HYUNDAI CAPITAL CANADA, INC., Toronto. Financial services; 130 employees.

Offers a variety of social events and celebrations including happy hours, ping pong tournaments and an employee appreciation week.

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NTACT FINANCIAL CORP., Toronto.

Insurance; 11,686 employees. Offers a flexible health benefits plan which allows employees to customize coverage to suit their personal needs.

ELLOGG CANADA INC., Mississauga. Breakfast cereal manufacturing; 320 employees.

Supports employee affinity groups, such as the Diversity and Inclusion Council and Women of Kellogg group that organize their own company sponsored events.

KINROSS GOLD CORP., Toronto. Gold mining; 227 employees. Helps new Canadians connect with industry professionals through a partnership with Toronto Region Immigrant Employment Council, with employees volunteering to mentor newcomers.

KPMG LLP, Toronto. Accounting; 7,648 employees. Launched a “Special Parents Network” to support parents of children with special physical, emotional or behavioural needs.

KRUGER PRODUCTS L.P., Mississauga.

Paper products; 1,890 employees.

Launched diversity and inclusion training as well as a dedicated Women’s Network to support the careers and development of female employees.

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ABATT BREWING COMPANY LTD., Toronto. Breweries; 3,500 employees. Features at head office include an onsite fitness facility, secure bike parking, a beer training facility and John Labatt Hall with table hockey, dart boards and gaming consoles.

LOBLAW COMPANIES LTD., Brampton.

Supermarkets and grocery stores; 27,488 employees. Encourages ongoing employee development through the online Loblaw Virtual Learning Centre as well as tuition subsidies.

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ANULIFE FINANCIAL CORP., Toronto. Insurance; 12,512 employees. Encourages employees to adopt an ownership mentality through a share purchase plan available to all employees.

MARS INC., Bolton. Food manufacturing; 1,502 employees. offers a unique “Pet-ernity” leave program, allowing employees to take up to eight hours off for a new cat or dog.

MATTAMY HOMES LTD., Toronto. Real estate development; 1,375 employees.

Features an onsite daycare that also offers emergency short-term daycare services.

MAZDA CANADA INC., Richmond Hill.

Auto wholesale; 166 employees. Supports new mothers or fathers, including adoptive parents, with maternity and parental leave top-up payments to 65 per cent of salary, from 37 to 52 weeks.

MCCARTHY TÉTRAULT LLP, Toronto.

Law firm; 1,509 employees. Offers corporate discounts on a range of products and services, from automobiles to home appliances to stays at Fairmont Hotels.

MÉDECINS SANS FRONTIÈRES / DOCTORS WITHOUT BORDERS (MSF) CANADA, Toronto. Medical relief organization; 239 employees. Offers a generous health spending account up to $5,000 and maintains in-house wellness programming.

MEDTRONIC OF CANADA LTD., Brampton. Electromedical apparatus manufacturing; 670 employees. Offers up to five paid days off to volunteer and matches charitable donations up to $5,000 per year per employee.

NOVO NORDISK CANADA INC., Mississauga. Pharmaceutical preparation manufacturing; 321 employees. Maintains a unique Core Hours in Effect policy to ensure meetings are only scheduled between 10:00 a.m. and 3:00 p.m.

METROLINX, Toronto. Public transit; 3,793 employees. Established an Employee Care Office to support employees as they navigate the complexities of their diverse lives.

NULOGY CORP., Toronto. Computer software; 138 employees. Provides a quiet room at head office which can be used for meditation or religious observance.

MICHAEL GARRON HOSPITAL | TORONTO EAST HOSPITAL NETWORK, Toronto. Hospitals; 1,415 employees. Incorporates health and wellness into its everyday culture, including an online wellness assessment tool, a dedicated wellness fair and healthy options at the onsite cafeteria.

MUNICIPAL PROPERTY ASSESSMENT CORP., Pickering. Real estate appraisal; 1,670 employees. Encourages employees to pursue additional education with financial bonuses for some course completion.

ONTARIO DENTAL ASSOCIATION, THE, Toronto. Professional organizations; 52 employees. Encourages healthy habits at work and at home by offering fruits and veggies through its Wellness Wednesday initiative.

ELSON EDUCATION LTD., Toronto. Publishers; 329 employees. Offers a generous health spending account per year as well as a separate wellness spending account for related expenses.

ONTARIO SHORES CENTRE FOR MENTAL HEALTH SCIENCES, Whitby.

Hospitals; 912 employees. Encourages ongoing employee development with tuition subsidies for courses taken at outside institutions.

NORTON ROSE FULBRIGHT CANADA LLP, Toronto. Law firm; 1,671 employees.

Organizes a “30x30 Challenge” fitness initiative challenging employees to complete 30 minutes of physical activity for 30 consecutive days.

ORACLE CANADA ULC, Mississauga.

Computer and information management systems; 2,502 employees. Fosters an inclusive environment with a mental health awareness week and a separate accessibility awareness week.

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q Employees at Paypal Canada Co. enjoying a staff ‘town hall’ meeting.

PAYPAL

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LYMPUS CANADA INC., Richmond Hill. Medical, industrial and imaging equipment; 286 employees.

Focuses its charitable efforts on preventing illness, sickness and improving the quality of life.

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ANASONIC CANADA INC., Mississauga. Consumer electronics; 409 employees. Encourages employees to make healthy choices at work and at home through a Fit Fund and free access to an onsite fitness facility.

PAYPAL CANADA CO., Toronto. Online payment system; 285 employees. Provides free snacks and an employee lounge with a foosball table, ping pong, dart board, and fully-stocked ice cream freezer.

PENGUIN RANDOM HOUSE CANADA, Toronto. Book publishers; 237 employees.

Encourages employees to be active in their local communities with two paid days off to volunteer.

PEPSICO CANADA, Mississauga. Soft drink and food manufacturing; 10,171 employees. Manages a number of awards programs to recognize exceptional performance, including dedicated awards for front line staff.

PHILIPS ELECTRONICS LTD., Markham. Healthcare, lighting and consumer products; 560 employees.

Organizes regular wellness seminars on a variety of topics including sleep, meditation, and mindfulness.

POINTS, Toronto. Customer loyalty program software; 219 employees. Offers a variety of social events including a Pi Day celebration with dozens of pies and the Great Points Bake Off. PRAXAIR CANADA INC., Mississauga.

Gas and related product wholesalers; 2,277

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employees. Organizes an annual hockey tournament to raise money for the Heart and Stroke Foundation.

PROCTER & GAMBLE INC., Toronto.

Consumer product manufacturing; 1,619 employees. Refreshed its “Power of You” award program so employees can recognize others instantly through a mobile app, give peer-to-peer awards, or share via an Awards News Feed.

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UESTRADE INC., Toronto.

Financial services; 401 employees. Offers a dynamic work atmosphere at head office, including an employee lounge with video games, pool table and foosball.

ROGERS COMMUNICATIONS INC., Toronto. Telecommunications, cable, publishing and subscription programming; 22,482 employees. Introduced a phased return to work program for new parents with a modified schedule for the first five weeks while receiving 100 per cent of their salary.

ROYAL BANK OF CANADA, Toronto.

Banking; 56,575 employees. Supports ongoing learning and development for employees at various stages of their career.

RSA CANADA GROUP, Toronto.

Insurance; 2,787 employees. Prioritizes the health and wellness of its employees through a Wellness Club and wellness spending account.

R.V. ANDERSON ASSOCIATES LTD., North York. Engineering; 255 employees.

Lets everyone share in the fruits of their labour with profit-sharing and year-end bonuses.

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ALESFORCE, Toronto. Customer relationship management; 1,417 employees. Provides up to seven paid days off to volunteer with local charities and matches employee donations up to $5,000 per year.

SAMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment manufacturing; 577 employees.

Organizes an annual Wellness Fair to promote healthy, balanced living as well as mental health awareness campaigns.

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ECKITT BENCKISER CANADA INC., Mississauga. Consumer product manufacturing; 233 employees. Encourages employees to adopt an ownership mentality through a share purchase plan, available to all employees.

p Ramana Gogula, vice-president of clean technology innovation at Stanley Black and Decker, inspects a solar-powered pump.

SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 2,067 employees. Manages a dedicated women’s leadership program to support the development of high potential female employees.

SCOTIABANK, Toronto. Banking; 31,707 employees. Offers a dedicated program for recent grads that includes rotations across several major business lines.

SENECA COLLEGE, Toronto. College; 1,589 employees. Cultivates an inclusive culture on campus through numerous awareness events for international dates such as Asian Heritage Month, Black History Month, and Pride Month.

SINAI HEALTH SYSTEM, Toronto.

Hospital; 3,650 employees. Helps employees plan securely for the future with contributions to a defined benefit pension plan and retirement planning assistance.

SLALOM ULC, Toronto. Custom computer programming services; 304 employees. Provides a unique work atmosphere with drinks, snacks, music and games every Friday afternoon and quarterly offsite events.

SPIN MASTER LTD., Toronto. Children’s toys and entertainment; 565 employees.

Offers tuition subsidies for courses taken at outside institutions and provides in-house and online training.

SIEMENS CANADA LTD., Oakville, Ont. Engineering; 3,850 employees. Manages a unique employee suggestion program that encourages employees to share their feedback; ideas can lead to financial bonuses.

STANLEY BLACK AND DECKER CANADA CORP., Mississauga. Tool and hardware manufacturing; 1,403 employees.

Organizes a unique Yellow Fusion event, where employees develop the launch for a new product or program and present them to top clients.

SIGMA SYSTEMS CANADA LP, Toronto.

Computer systems design services; 79 employees. Offers flexible work hours and up to five paid personal days off, in addition to three weeks starting vacation.

SUN LIFE FINANCIAL INC., Toronto.

Insurance; 9,948 employees. Offers flexible work arrangements, including work from home options, compressed work weeks, and up to five paid personal days off.

SUNNYBROOK HEALTH SCIENCES CENTRE, Toronto. Hospital; 6,941 employees. Offers a range of programs and services to help support employee resiliency and mental health.

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D BANK GROUP, Toronto.

Banking; 52,060 employees.

Maintains a Flexible Work Options Business Committee for each line of business to help ensure appropriate work options are implemented.

TERANET INC., Toronto. Land registration and information systems; 862 employees. Celebrates exceptional performance through a variety of initiatives including an Innovation Award.

THALES CANADA INC., North York.

Aerospace systems; 1,929 employees.

Supports individuals early in their careers through initiatives such as a buddy program, mentoring and opportunities for internal job exchanges.

THOMSON REUTERS CANADA LTD., Toronto. Publishers; 1,327 employees.

Recognizes employee ideas and suggestions to improve organizational efficiency

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p York Regional Police employs more than 600 civilian members, who work across the organization, including in information technology.

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through its Efficiencies and Product program.

TORONTO, CITY OF, Toronto. Municipal government; 22,002 employees. Reaches out to the next generation through paid internships, co-op programs and summer student roles.

TORONTO COMMUNITY HOUSING CORP., Toronto. Housing programs; 1,994 employees. Offers exceptional maternity leave top-up to 93 per cent of salary for 52 weeks as well as parental top-up for fathers and adoptive parents to 93 per cent of salary for 35 weeks.

YMCA GTA

TORONTO INTERNATIONAL FILM FESTIVAL INC./ TIFF, Toronto. Motion picture promotion and film festival; 202 employees. Cultivates a dynamic work environment with social events and celebrations, such as post-festival wrap party and mid-year retreat.

TORONTO TRANSIT COMMISSION / TTC, Toronto. Public transit; 14,856 employees. Manages an extensive rewards and recognition program, including a special CEO award for exceptional performance TUCOWS.COM CO., Toronto. Internet domain name registrar; 407 employees.

Provides mindfulness workshops, in-house massages, and resources on nutrition, mental health, and financial health.

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LTIMATE SOFTWARE GROUP OF CANADA, INC., Toronto. Software development; 224 employees. Offers employees an unlimited number of paid vacation, personal and sick days each year.

UNITED WAY GREATER TORONTO, Toronto. Charitable organizations; 234 employees. Encourages employees to walk-the-talk with up to four paid volunteer days annually.

UNIVERSITY OF TORONTO, Toronto.

University; 10,116 employees. Supports families with workshops, discussion groups and access to a wide range of resources through a dedicated Family Care Office.

p Young people working at the YMCA of Greater Toronto gain valuable life skills, including leadership.

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ISA CANADA CORP., Toronto.

Payments technology; 116 employees. Offers matching charitable donations, up to $10,000 USD, as well as providing $10 for every volunteer hour an employee donates, up to 50 hours.

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IPRO LTD., Mississauga.

Computer systems design services; 770 employees.

Offers generous new employee referral bonuses, from $500 to $10,000 depending on the position.

WOMEN’S COLLEGE HOSPITAL, Toronto. Hospitals; 636 employees.

Supports a Occupational Health, Safety and Wellness team that organizes numerous initiatives, including yoga, a walking group in warm weather, and meditation and mindfulness.

WORLD VISION CANADA, Mississauga.

Charitable organizations; 481 employees.

Offers opportunities to travel and work at its field locations through an internal secondment policy.

WSP CANADA INC., Toronto. Engineering; 8,035 employees. Helps employees balance their work and personal lives with a range of flexible work options.

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EROX CANADA LTD., Toronto.

Computer technology and services; 2,376 employees. Helps address workforce representation and employee concerns and needs through seven “Caucus” groups, including The Women’s Alliance and GALAXe Pride at Work.

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MCA OF GREATER TORONTO, Toronto. Individual and family services; 2,868 employees. Offers new parents the option of subsidized onsite daycare when they are ready to return to work.

YORK, REGIONAL MUNICIPALITY OF, Newmarket. Municipal government; 3,743 employees. Offers the next generation of employees relevant work experience through summer student roles, co-op opportunities and paid internships.

YORK REGIONAL POLICE, Aurora.

Police service; 2,320 employees. Offers the services of an onsite Wellness Coordinator to provide personal consultations.

YWCA TORONTO, Toronto. Individual and family services; 227 employees. Helps employees save for the future through defined benefit and defined contribution pension plans.

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YNGA GAMES CANADA LTD., Toronto. Software publishers; 125 employees. Offers a no-limit vacation policy along with an extended holiday shutdown during the Christmas holiday season.

– Diane Jermyn

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METHODOLOGY

ny employer with its head office or principal place of business in the Greater Toronto Area may apply for the Greater Toronto Area’s Top Employers contest. The competition is tough because the region is home to so many exceptional employers.

Here’s how the winners are decided.

The editors of Canada’s Top 100 Employers evaluate each employer’s operations and human resources practices using the same eight criteria as the national competition of Canada’s Top 100 Employers. Those criteria are: physical workplace; work atmosphere and social; health, financial and family benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement. The criteria have remained the same since the competition’s inception.

Employers are compared to other organizations in their field to determine which ones offer the most progressive and forward-thinking programs.

More detailed reasons for selection, explaining why each of the winners was chosen, are published on the competition’s website, www. canadastop100.com/toronto.

TD

– Diane Jermyn

p Employees at TD Bank work in a variety of innovative spaces, both at the bank’s Toronto head office and at branches across the GTA.

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At AIG Canada, employees take centre stage

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atalie Whaley began her career in musical theatre, performing song and dance numbers for audiences across Ontario. These days, she’s singing the praises of Toronto-based AIG Insurance Company of Canada, where she works as an operations manager in the company’s Accident and Health division.

When an injury sidelined her stage ambitions in 2007, she landed a job at AIG Canada, never expecting to stay.

“I had a lot of preconceived notions about it and I was happy that I was wrong,” she says. “I’ve found there’s a real sense of community here and a lot of support from the leadership.”

Eager to play a supporting role, Whaley was quick to take advantage of the many career development and networking opportunities at AIG Canada, which celebrated its 100th anniversary in 2019.

Her passion has paid off with six promotions over the past 12 years.

In 2015, she journeyed to Boston to participate in the company’s Innovation Bootcamp. Joined by AIG colleagues from China, France, Belgium and the U.S., Whaley’s team developed a product geared to women travellers, and they ultimately won the competition.

“One of the things that I love here is the emphasis on innovation that we have,” she says, “AIG allows all employees to get involved in improving our processes.

Everyone’s opinion is valued.”

Whaley is also making a big contribution through AIG’s employee resource groups.

Seven years ago, she established the Young Professionals group to round out AIG Canada’s other resource options: Women

EMPLOYEES FROM AIG CANADA RAISING FUNDS FOR AIDS RESEARCH and Allies, and LGBTQ+ (rebranded last year to Out North). The three groups offer programming based on four pillars: community, education, career development and brand enhancement.

Among other achievements, the Young Professionals won approval last year to institute a “dress for your day” policy, which allows for more casual wear on days when employees aren’t meeting clients.

“It’s been a huge hit with everyone,” says

The leadership really do care.

They know we really need to support our people to help them do their best work.

– Natalie Whaley Operations Manager, Accident & Health

Whaley. “People feel more comfortable in the office, and they feel listened to by senior leadership.”

President and chief executive officer Lynn Oldfield is listening – and sometimes she’s surprised by what she hears. To keep communication and ideas flowing, she signed up last year for another Young Professionals initiative – reverse mentoring, which connects company leaders with younger employees to help higher-ups manage better.

Matched with a millennial associate, Oldfield says she assumed the talk would inevitably turn to technology during their monthly meetings. “But we ended up having these incredibly rich conversations about what employees expect of their leaders,” she says. “He really helped shape my thinking.”

The resource groups now play a significant role in AIG’s culture, notes Oldfield. “It’s all part of our portfolio of diversity and inclusion,” she explains.

“And I would say it’s been a home-run success.”

AIG Canada’s support for employees is a natural extension of its concern for customers. “We already have a purpose, which is to put people back together after a catastrophic loss,” says Oldfield.

“We have that advantage. That’s the core of what we do.”

Employees also appreciate the company’s commitment to community.

The firm is a generous contributor to health-related charities that help improve lives. And it offers employees two paid volunteer days a year to benefit a charity of their choice.

AIG Canada’s impressive benefits include a starting time-off allowance of 26 days a year, as well as flex time and work-from-home options. Employees also receive generous extended health benefits and a defined contribution pension plan. “The leadership really do care,” says Whaley. “They know we really need to support our people to help them do their best work.” 

422

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12

( 2020 )

AstraZeneca Canada pushes the boundaries of science to save lives

W

hen Erin Phillips read a letter recently from a cancer survivor whose life had been prolonged by a medicine developed by AstraZeneca Canada, it reinforced her passion for the company where she has worked for more than 14 years.

“The woman said she hadn’t expected to live long enough to see her grandchild,” says Phillips, the company’s director of market access strategy in Mississauga. “We really pride ourselves on following the science and the difference we make in people’s lives.”

With more than 800 employees, AstraZeneca Canada conducts research, development and markets innovative medicines in three core areas: cardiovascular, renal and metabolic diseases (CVRM); oncology; and respiratory.

As part of a global biopharmaceutical company, the Canadian organization is also a global clinical hub for oncology, leading more than 60 global clinical trials in such areas as breast, lung, ovarian and head and neck cancers.

“Our purpose is to develop and deliver life-saving medicines to Canadians through great science,” says Gena Restivo, vice president of human resources and communications.

To fulfill its purpose, AstraZeneca Canada “focuses on creating an exceptional workplace environment,” she says, “where people can achieve more than they ever thought they could. We ask people to be courageous, and then we help them to achieve their goals.”

So far, according to their company surveys, the approach has paid off. As Restivo

ASTRAZENECA EMPLOYEES SHARING WHAT MAKES THEM ‘THRIVE@AZ’ DURING A RECENT DIVERSITY AND INCLUSION EVENT points out, “97 per cent of employees say they’re willing to go above and beyond to help us succeed, 92 per cent feel they belong, and 94 per cent have learned a new skill in the last 12 months.”

Restivo herself has continually learned new skills. Since she joined the company

We see leading-edge medicines that are really pushing the boundaries of science. But it really hits home when you see the impact we're having on improving patients' lives.

– Erin Phillips Director, Market Access Strategy

more than 17 years ago to work on the service desk, helping employees resolve technology-related issues, she has progressed through a variety of roles across the business, accepting “stretch assignments that pushed me out of my comfort zone,” she says.

In October 2015, while in the Head of IT role, “my manager told me on a Friday that a role was opening in HR and asked me if I’d like to take it,” she says. “On Monday, I switched over.”

Restivo’s experience is not unusual at AstraZeneca Canada. Phillips joined the company 14 years ago after studying for a bachelor’s degree in physical and health education at the University of Toronto and obtaining an MBA in health service

Proud to be one of Greater Toronto’s Top Employers

management from McMaster University in Hamilton.

“I’d taken science-based courses as an undergraduate,” she says, “in subjects like chemistry, biology, physiology and anatomy, but I was attracted to the business side of healthcare.”

After completing a co-op term at AstraZeneca Canada as part of her MBA program, Phillips joined the company as a primary care sales representative before advancing into more senior commercial positions.

“The company’s been incredibly supportive of my growth,” she says.

“They’ve guided and supported me into roles I never expected to fill.”

In her current position, Phillips and her team collaborate with colleagues in scientific affairs, consulting with clinicians and patients as they build submissions to obtain reimbursement coverage for new medicines from private and public providers of health insurance.

“We see leading-edge medicines that are really pushing the boundaries of science,” she says. “But it really hits home when you see the impact we’re having on improving patients’ lives.” 

836 14,300

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46%

OF MANAGERS ARE WOMEN

50%

OF THE EXECTUIVE TEAM ARE WOMEN

13

( 2020 )

Safety – and listening – are critical at BASF Canada

I

magine a work site with a valve eight feet high in the air. In order to turn that valve, you have to stand on a ladder, but that valve is really tight and hard to pull. So instead of using a ladder, workers stand on the pumps to reach it.

There’s a lot of risky behaviour happening in that situation, says Sean Cammaert, ERP implementation leader and interim EHS team lead Canada for chemical producer BASF Canada, headquartered in Mississauga.

Cammaert’s job is to proactively change the safety culture by doing a survey for each site within Canada for BASF’s leadership to review. Ultimately, his goal is to create a safer working environment for everyone.

“If we see at-risk behaviours, we can formulate an action plan to ensure they stop before something happens,” says Cammaert. “In this case, we stopped the job because we were concerned someone was going to be injured and talked about how to solve it.

“The two employees involved came up with two solutions, of either lowering the piping or making the handles longer, and presented it to leadership. They chose the handles and within a month, it was done.”

There’s a critical link between safety on the job and communication, Cammaert explains, because we’re not just watching and walking away. Part of the observation process is doing a peer-to-peer level to provide immediate feedback. In fact, every person in BASF is empowered to stop a job if it’s dangerous.

“If I see something at risk, we actually

BASF CANADA’S WOMEN IN BUSINESS GROUP CELEBRATES INTERNATIONAL WOMEN’S DAY teach people to have difficult conversations in a way that's respectful and will drive solutions,” says Cammaert. “It's right there on the spot, and then at the end of the month, it’s summarized in feedback to the site. The most powerful way of reaching people is face-to-face, instant feedback after doing a task.”

The most powerful way of reaching people is face-toface, instant feedback after doing a task.

–Sean Cammaert ERP Implementation Leader & Interim EHS Team Lead Canada

Communication around safety is reinforced through bi-weekly digital newsletters and electronic bulletin boards on each site, as well as a quarterly safety scorecard that’s distributed throughout the Canadian organization. Allison Reynolds, head of corporate communications, says her team has to be quite strategic and think critically about how to reach all of BASF’s diversified employee base, whether people are working in an office, at a production site, remotely, or visiting customers in the field.

“We’ve created a lot of diversified channels and ways to touch the lives of all of our employees,” says Reynolds. “We recently launched our ‘Be Connected’ app, which is available on BASF mobile devices and es-

sentially operates like social media but for our employees. Plus we’ve revamped an intranet that will be going live that is mobile-friendly and accessible remotely.”

The organization also now live streams its interactive town halls so they can reach every desk or phone or remote access point across the country. Since launch, the number of individuals accessing them has grown quarter by quarter. Reynolds says the surveys they do after each one provide a pulse of how the organization is doing, and offer employees lots of opportunity to give their feedback, including a recommendation to shorten the previously rather lengthy town halls.

“So we've done a fair amount of work to reflect on who our employees are, how we're going to reach them and what we want to share with them, but also how can we listen to them a little bit better,” says Reynolds. “Employee communication isn't about just what we want to tell them. It's about what they need and what they're telling us.” 

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14

( 2020 )

Blakes supports its people

A

t age 17, Mathieu Rompré found himself alone in a hospital emergency room, experiencing a “fullblown” panic attack brought on by his general anxiety disorder. His heart was racing, he was sweating profusely and he had trouble breathing. “It was my mini-personal earthquake,” says Rompré, now director of the Torontobased national public relations and content team for Blake, Cassels & Graydon LLP (Blakes), one of Canada’s largest and most prestigious law firms.

Times – and attitudes – have changed over the several decades since Rompré’s hospital visit, especially at Blakes. “After examining me and running some tests,” he recalls, “the doctors told me there was nothing wrong – it’s ‘all in your head,’ they said.”

The way Blakes approaches mental health could not be more different. “My anxiety struggles are lifelong, but I’ve learned how to not only manage it, but help others cope, too, so that we don’t just live with anxiety, but thrive despite having it,” says Rompré, who, with Blakes support, sits on a board of an organization that helps people with anxiety, depression and bipolar disorders regain quality of life.

Early on in his career at Blakes, and for the first time in a working life that included several other employers, Rompré felt comfortable to discuss his situation with a superior. “The office managing partner where I work is a skilled and tough litigator who you want to avoid in a court battle, but he could not have been more empathetic and compassionate when I told him about my anxiety,” says Rompré.

From

BLAKES TREATS ITS EMPLOYEES TO LUNCH DURING STAFF APPRECIATION WEEK “He replied, ‘Your health is the priority.

Go see a counsellor, even during working hours, if necessary. Work from home if you need to. Just take care of yourself,’” recalls Rompré, adding, “That meant so much to me. It showed that Blakes has a real opendoor policy. You can actually go and talk to someone about sensitive matters. I never felt that before.”

Any company can have a mental health day, but Blakes really walks the talk.

– Mathieu Rompré Director, National Public Relations and Content Team

At Blakes, the path to seeking professional help has been made easier over the years.

When Rompré started seven years ago, the firm’s health plan covered up to $600 annually for counselling. Now, that figure is $3,000. Says Rompré: “That shows how committed Blakes is to mental health. Any company can have a mental health day, but Blakes really walks the talk. With that financial support, people don’t have to debate whether they should visit a therapist.”

For Mary Jackson, chief officer of professional resources, the five-fold increase in mental-health treatment benefits reflects the firm’s commitment to staff wellness. “We have a responsibility to link people with resources that might help with whatever challenges they are facing,” Jackson says.

The firm continuously assesses whether further resources need to be committed to mental health. Counsellors are brought on site, and online and in-person training is available to everyone.

Clearly, Blakes is a good place to be an employee. Benefits and salaries are competitive with, or better than most, other workplaces. The downtown Toronto head office offers several amenities, from wellness rooms to a pinball machine and table hockey.

Staff can use an on-site fitness centre at a reduced cost. Subsidized lunches are available at an indoor café overlooking Lake Ontario and the city.

But the firm’s approach to mental health is what sets it apart. “We really care about our people,” Jackson says.

“If we want them to thrive, we must provide them with relevant resources, recognizing that, over the long run, they may have personal and health challenges that need our support.”

Rompré agrees. “Not everyone has a mental health problem, but everyone has mental health that needs nurturing. Blakes gets that.” 

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important dialogue to personalized care.

The well-being of our employees is paramount. That’s why we invest in mental health and individualized care — because our people come first. #MentalHealthMatters

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15

( 2020 )

BLG helps grow your authentic self

A

fter articling with a newborn at home, it seems like a definite faux pas to come back to join the firm as a first-year lawyer and immediately announce you’re pregnant with a second child. But Edona Vila, a senior associate at Borden Ladner Gervais LLP (BLG) in Toronto, says it turned out to be “the best thing ever.”

The reason, she says, is that she gained a break early on before continuing to grow her career at the firm.

While Vila’s husband took parental leave to care for the first, Vila took a complete maternity leave the second time around.

“It’s a treasured time,” says Vila.

“A lot of employers pay lip service to making the work environment a place where you can be your authentic self, but it’s effortless for BLG from both a support and career perspective. The leadership understands you have multiple goals in life, not only about being a great lawyer but also about being a great mom or dad.”

The organization offers a plethora of professional development programs that make it easier for the people who work there to succeed, such as paying for external coaches for all associates to get career advice as well as specialized coaching for professionals on parental leave.

“This is specialized coaching through your personal transitions,” says Vila.

“Having a dedicated coach allows you structured time to think about your career and how you can re-integrate in a way that is best for you in terms of achieving your goals. Coming back as a new mom, your goals may have changed a little bit.”

BORDEN LADNER GERVAIS OFFERS EMPLOYEES SPECIALIZED COACHING TO HELP THEM NAVIGATE VARIOUS STAGES OF THEIR CAREERS Vila was also assigned a peer mentor, a partner who had just come back from maternity leave, to support her transition.

The partner acted as a point of contact for her and offered helpful strategies about things such as transferring files and staying in touch. As well, BLG’s flexible working arrangements allows lawyers to work

The leadership understands you have multiple goals in life, not only about being a great lawyer but also about being a great mom or dad.

– Edona Vila Senior Associate

remotely from home when necessary.

“It’s helpful if an organization has these things entrenched in their policies,” Vila says. “You want an organization to be excited and celebrate your personal life moments, and one of the most important moments is becoming a parent.”

Leanne Cherry, BLG’s chief talent officer, says the firm has updated everything from career path to performance management systems over the past two years to be more responsive to employees about what they want to achieve. That includes giving more feedback, mentoring and coaching to help employees perform at their best.

For example, the “feedback in a snapshot” program provides young lawyers and

articling students with an internal platform that they can click into for real-time feedback from the partners they’re working with, rather than waiting for a performance review.

“The wonderful thing about technology is that it’s allowing us more opportunities to provide immediate feedback in a way that isn’t time consuming or constraining on people’s schedules,” says Cherry. “A lot of the associates have been very positive about it so we’re hoping to do the same for our business services side as well.”

The firm is also implementing more formal programs in mentoring because “mentoring is such a huge piece for lawyers,” says Cherry.

While BLG has always had mentoring, it recently revamped its programs for lawyers and started a new one for paraprofessionals.

“That offers people more career opportunities to grow, whether you’re growing in your own position or seeing where your path could go,” says Cherry. “A lot of folks like to be able to talk to someone and get advice.” 

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Right from the start,

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16

( 2020 )

Opportunities are everywhere at CAA Club Group

I

t was a one-of-a-kind, one-question job interview.

The question was: “Why are you here?” And to that, John Ilias answered: “For opportunity.”

Ilias was interviewing for a position with Thornhill-based CAA Club Group, which provides motorists in south and central Ontario with a host of services and products, including roadside assistance, auto and property insurance, travel packages and merchandise.

“I’ve been offered many opportunities, which is why I’m still here,” says Ilias, who joined CAA seven years ago and is currently manager of underwriting. “I’ve been able to grow personally and professionally and have built several teams.”

Anieka Ince-Mercer, director of leadership development, has a similar story.

She joined CAA 12 years ago as a corporate trainer and has steadily grown and progressed. “I developed new roles as I grew,” she says. “We do that quite often. You can create your own career path. My current position did not exist when I started.”

Continuous learning is the cornerstone of the corporate culture at CAA Club Group. The organization has developed a sophisticated, multi-level curriculum that allows associates to continue to develop at every stage of their career – from entry level to senior leadership.

The curriculum includes over 100 e-learning courses that were developed in-house. New hires go through an orientation program called Foundations, which provides an in-depth overview of the corporate culture and resources available

CONTINUOUS LEARNING IS A CORNERSTONE OF THE CORPORATE CULTURE AT CAA CLUB GROUP for professional development. They are also assigned a peer coach as part of the onboarding process.

More established employees can take advantage of programs that lead to managerial or leadership positions. Quarterly learning circles are aimed at drawing upon “collective wisdom and knowledge” by bringing together associates from various departments to discuss common problems and challenges.

You can create your own career path. My current position did not even exist when I started.

– Anieka Ince-Mercer Director of Leadership Development

Job rotations and secondments are available for high performers while newly appointed supervisors or managers can take a leadership training program comprising six modules delivered in four-hour sessions.

“We put a lot of time, effort and resources into the learning and development of our associates,” says Ince-Mercer.

Apart from in-house learning and development, CAA Club Group provides employees with tuition reimbursement of up to $2,500 annually for programs offered by universities, colleges or other accredited institutions.

Ilias has benefitted from both in-house and external programs as part of his professional growth. He has participated in the Executive Round Table Program, in which up to 10 associates in various managerial

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roles meet monthly. “I worked with people from claims, human resources and IT,” says Ilias. “The beauty of it was that no matter what area they came from you heard similar issues.”

He has also acquired two professional certifications with support from CAA’s tuition reimbursement program. Ilias completed the Risk Management Certificate offered through the University of Toronto as well as a Chartered Insurance Operations Professional designation through the New York-based CIOP Institute.

In his seven years at CAA, Ilias has had the opportunity to lead three projects and build the teams needed to carry out each initiative. After successfully leading the first two, he was asked in 2015 to build an underwriting team to support the launch of a network of brokers who would sell CAA insurance policies, which were previously sold exclusively by in-house agents.

“If you’re looking to grow your career, there’s no shortage of opportunities,” says Ilias. “I’ve been given multiple opportunities.” 

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17

( 2020 )

CAAT Pension Plan walks its own talk for employees

W

hen it comes to job titles, some are more informative than others. Take, for example, Jennifer Goerz’s newly minted one at CAAT Pension Plan: CAAT workplace wellness specialist. It doesn’t only specify her role, it speaks volumes about the organization itself.

“This position was created because we have been growing so fast,” says Goerz, whose responsibilities include developing and delivering physical, mental and financial wellness initiatives.

“We want to retain that small-company feel where we respect, trust and support each other, and that includes encouraging healthy living.”

Derek Dobson, CEO & plan manager, explains that CAAT has expanded its operations and the workforce has increased to keep pace. “We’ve grown by at least 50 per cent a year for the last several years,” he notes. “We’ve added 15,000 new members in the same period.”

Established in 1967 to provide pensions for 2,300 full-time employees of Ontario’s Colleges of Applied Arts and Technology, CAAT gradually extended the Plan to a wider range of employers and employees, including part-time and contract. In 2018, it opened up to welcome all types of Canadian workplaces. The Plan now has over 57,000 members and 56 participating employers in the public, private and not-for-profit sectors.

Dobson points out that CAAT achieved this growth while maintaining its reputation as one of Canada’s leading providers of sustainable defined benefit pensions. It has won multiple industry and international awards for performance, communication, leadership, and pension innovation.

JENNIFER GOERZ, WORKPLACE WELLNESS SPECIALIST AT THE CAAT PENSION PLAN “There’s big, big buzz about us in the industry,” he says.

There are also big expectations. According to Dobson, the Plan is forecast to grow to 300,000 members over the next eight years while staff numbers could rise from current levels to 400 or even 600.

Growing and diversifying the Plan membership benefits all stakeholders through improved efficiencies and the pooling of risks, he explains. For staff it can mean new career possibilities as capacity and capabil-

The fact that my position even exists shows how much CAAT cares about its employees.

– Jennifer Goerz Workplace Wellness Specialist

LEADING THE WAY IN RETIREMENT SECURITY

ities are added.

Nevertheless, Dobson says it’s crucial that “one team, one strategy, one culture” remain a core value. This puts a high priority on hiring the right people. So much so, Dobson says, that either he, the chief investment officer or the chief operating officer personally interview likely prospects. “And this occurs after the candidate meets with the vice president, people and strategy development,” he notes.

CAAT offers employees a competitive pay and benefits package, including the opportunity to earn the same defined benefit pension provided to its members. The office in the downtown Toronto core is easily accessed via public transit and features a green room where employees from different departments can casually interact.

Regular “who’s in your neighbourhood?” sessions also contribute to the welcoming and friendly workplace atmosphere. That’s when individuals describe the work their department does, and discuss their own areas of expertise.

For her part, Goerz appreciates how CAAT has supported her career development. After starting as a receptionist eight years ago, she’s now in her fourth role. Along the way, CAAT paid for the courses leading to her Certified Human Resources Professional (CHRP) designation.

So when Goerz was named workplace wellness specialist in May 2018, she was well prepared. Her initiatives include email tips and seminars on various aspects of healthy living. People can even join her in her battle against too much sitting by downloading an app that provides hourly notifications to stand up.

“I’m very lucky to have such a fun job,” says Goerz. “I also really enjoy being the go-to person when people have questions about their well-being. The fact that my position even exists shows how much CAAT cares about its employees.” 

163 18 3 50%

FULL-TIME STAFF IN CANADA WEEKS, MATERNITY LEAVE TOP-UP PAY WEEKS, STARTING VACATION ALLOWANCE OF MANAGERS ARE WOMEN

18

( 2020 )

Fun is one of the benefits at the CNEA

“

I tell everybody I hit the jackpot with this job.”

That’s Danielle Bourget waxing lyrical about working for the Canadian National Exhibition Association.

The CNEA is responsible for planning and presenting the CNE – a.k.a. The Exhibition or simply The Ex – each August in Toronto.

“We’re in the business of fun and that keeps everybody here relaxed and upbeat,” says the exhibit sales account manager. “It inspires you to do your best when you’re surrounded by people who are supportive, respectful and show their appreciation for the work you do.”

No job, of course, is perfect, and there is one small thing Bourget finds annoying: outsiders keep asking what she does the rest of the year after the 18-day fair wraps up on Labour Day. In actuality, the size and scope of CNE operations mean full-time staff have plenty to do year-round. Bourget and her team, for instance, deal with more than 900 vendors, which can amplify even a basic task like finding out who’s returning and who needs replacing. Other employees keep busy planning more than a year ahead.

John Peco, chief officer of business development & innovation, started working on the 2021 edition of the CNE early in 2019. That’s because large, elaborate attractions can take two years and more to plan and execute. It requires dedication and the right working environment.

“Our people are empowered to deliver great experiences,” Peco says. “You won’t find a lot of micro-managing here.”

The CNE was founded in 1879 as the

FOUNDED IN 1879, THE CNE IS ONE OF THE LARGEST ANNUAL FAIRS IN NORTH AMERICA Toronto Industrial Exhibition to foster developments in agriculture, industry and the arts. The name changed in 1912, but the focus on providing family-friendly outings with ever-changing exhibits, rides and games on the midway, and world-class entertainment, continues. Today, the CNE is the fifth-largest fair in North America, attracting nearly 1.5 million people and

It inspires you to do your best when you're surrounded by people who are supportive, respectful and show their appreciation for the work you do.

–Danielle Bourget Exhibit Sales Account Manager

pumping over $128 million into the Ontario economy each year.

Over the decades, the CNE has seen legislative changes to its governance and organizational structure. The impacts were felt most often behind the scenes, leaving CNE patrons blissfully unaware. The most recent change in 2013 was different.

That’s when the CNEA became financially independent of Exhibition Place and the City of Toronto. With self-sustaining status came the ability to retain the revenues it generates and reinvest them in the fair, and to diversify its revenue stream.

In early 2018, CNEA unveiled Withrow Common, a new event space on the Exhibition Place grounds. The Aurora Winter Festival, an annual 36-day event at Ontario

Place, opened later that year to fill a growing public demand for activities during the holiday season.

Developing and delivering new programming will inevitably affect the organization’s size and composition. Even so, Peco is certain the current collegial atmosphere can be maintained.

He says that, for starters, the CNEA has an advantage when it comes to attracting professional, collaborative types: such people are already on staff. “Positivity attracts positivity,” Peco says.

For Bourget, the location is key.

The offices are in beautiful, modernized heritage buildings easily accessible by public transit despite being in the middle of 78 hectares on the Lake Ontario shoreline.

She’s been charmed by chance encounters with wildlife in winter and re-energized during the hectic days of the CNE. “I was taking a quick lunch break and I didn’t have to go far to enjoy a live band playing the most incredible music,” Bourget recalls. “I call that a job benefit.” 

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19

( 2020 )

CSA Group sets a high standard for employee engagement

I

t’s an odd image: testers for CSA Group checking over a major piece of industrial equipment, such as a large electric motor, for safety, as if it were a toaster. But if that’s what’s called for, Elaine Mantelos and her team will do it.

Mantelos is product group manager in Toronto for the industrial equipment team at CSA Group, a not-for-profit association that provides testing, inspection and certification services for products in a wide range of sectors, from everyday household goods to automotive assembly lines. It is a leader in safety and environmental certification for Canada and the U.S. and handles assignments around the world.

Mantelos’s group commonly operates in a lab, checking circuit breakers or smaller motors, but they can also inspect larger equipment in a parking lot or at the manufacturer’s site. She remembers checking out a new milking machine at a farm in Woodstock, Ont. “We went there and did safety and electrical testing, making sure it's not going to short out and harm the cow or start a fire.”

Her testing and certification team members, like those on many other teams at CSA, make site visits throughout the continent and around the world. “They travel across the board, India, Asia, Europe, as well as North America,” she says. “Clients can be everywhere.”

Mantelos, a University of Toronto graduate with a BSc in toxicology, started in 2001 on the plumbing and construction team at CSA, reviewing water tests. As she rose through the certification ranks, she

CSA GROUP EMPLOYEES PREPARE TO COMPLETE A WIND TEST FOR GAS APPLIANCE COMBUSTION SAFETY gained a master’s degree in occupational environmental health, with CSA’s support.

“They allowed me to be very flexible with my time so that I could go to classes,” she says. “That was extremely important.”

CSA also offers tuition support.

In 2014, after discussions with her supervisors about her goals, she moved into management for the plumbing team, and in

Just walking through the labs, the range of different tests we perform is amazing. You can always learning something – it's never a dull moment.

– Elaine Mantelos Product Group Manager, Industrial Equiment

2016 switched to industrial. Again, she had strong support, taking CSA management courses on a variety of topics. “I’ve also had very good mentors,” she says.

Around her, too, is a wide variety of scientific experts in many fields. “It's a nice place because you can touch so many different areas,” she says. “Just walking through the labs, the range of different tests we perform is amazing. You can always learn something new – it’s never a dull moment.”

Paul Keane, executive vice president of human resources, says CSA is committed to transparency and employee engagement.

In the past year and a half, it has conducted an intense series of focus groups and town hall meetings to ensure employee voices are heard.

The result, Keane says, is a new change management process involving a specially trained group of 20 employees who provide input and support to management to ensure change management processes are included when the company launches new initiatives, processes or policies.

“For anything that we develop or design that changes the nature of work in the workplace, or brings in a new system or process, there's consultation and involvement by the employees,” he says. “They have a chance to give us input and feedback before we actually launch something new.”

These days, too, says Keane, 100-year-old CSA Group is testing products of increasing complexity, often with a lot of digital components. “As the workplace evolves, we're competing for people with high-tech companies including Google and Apple,” he says. “But the value proposition here, as I’ve always maintained, is that everything we do is about saving lives and protecting the environment.” 

727

FULL-TIME STAFF IN CANADA

7,930

JOB APPLICATIONS RECEIVED ACROSS CANADA LAST YEAR

16

WEEKS, MATERNITY LEAVE TOP-UP PAY

44

YEARS, LONGESTSERVING EMPLOYEE

20

( 2020 )

Capital One aims to empower and inspire its people

W

hen Rachel Coppens joined Capital One Canada as a human resources professional four and a half years ago, her primary focus was on training and development as well as recruitment. But, as she puts it, “It provided me with great career experience and exposure to other parts of the business, but it really wasn’t my passion or the thing that motivated me to get me out of bed in the morning.”

Then something unexpected happened. Her manager at the time asked her to develop content for the Toronto-based credit card company’s intranet site, aimed at welcoming recruits joining the company straight out of university. And for Coppens, that special project proved to be a turning point in her career.

Thanks to Capital One’s generous educational assistance benefit program, she earned a certificate in web design through an online program offered by McMaster University Centre for Continuing Education. That allowed her to make the leap from human resources professional to her current position as a software engineer.

“My manager saw how much I was enjoying it, and when I expressed an interest in doing it full-time, she encouraged me every step of the way,” says Coppens. “It gave me the confidence to feel like this was going to be possible.”

The encouragement she received from above was no accident. “We invest heavily in developing great leaders because your manager can make such a fundamental

RACHEL AND AMIE, SOFTWARE ENGINEERS AT CAPITAL ONE, COLLABORATE AT THIS YEAR’S DIGITAL FOR GOOD™️ TECH JAM – AN EVENT DESIGNED TO HELP CANADIAN CHARITIES THRIVE IN A DIGITAL FUTURE. difference in your life,” says Chief People Officer Diana Brown. “We provide our leaders with three really clear objectives: include, empower and inspire the people you lead.”

Capital One uses a multi-faceted approach to train new managers. It includes self-directed online learning, in-person instruction from experienced leaders, and advice from guest speakers. As managers

We offer a robust develoment program that gives our associates the opportunity to acquire a wide variety of skills –Diana Brown Chief People Officer

go through the process, which lasts several months, one question always remains at the forefront. “We ask them what it means to include, empower and inspire,” Brown says. “We really dig into those concepts.”

For senior managers, the company offers more advanced training that moves beyond the fundamentals of people leadership and address the challenges more tenured leaders may face. At that level, a different question drives the process. “They’re asked how do you attract, build and retain a high-performing team of talented associates,” says Brown.

Capital One also invests heavily in training and development opportunities for all levels of associates, as employees are

called, to expand skills sets and knowledge. “We offer a robust development program that gives our associates the opportunity to acquire a wide variety of skills,” Brown says.

Along with tuition subsidies for outside programs, associates can take advantage of an array of inhouse resource materials to support their professional growth. The mix of online and in-class instruction includes an introduction to Capital One and an overview of the credit card business along with advanced negotiating skills, public speaking, understanding profit and loss statements, and other business skills.

For Coppens, a lot of learning and development occurred on the job as she was transitioning from being a human resources professional to a software engineer. “Every step of the way, when I started expressing more and more interest in doing this full-time, my leaders would introduce me to different concepts to make it easier,” she says. “They gave me the resources, encouragement and the freedom to pursue what I really wanted to do.” 

1,380

FULL-TIME STAFF IN CANADA

49%

OF EMPLOYEES ARE WOMEN

45.6%

OF MANAGERS ARE WOMEN

69

CO-OP STUDENTS HIRED LAST YEAR

21

( 2020 )

CAS of Toronto helps its people help families

P

aul Rosebush points out with pride that over the past three years, the Children’s Aid Society of Toronto (CAS of Toronto) has reduced the number of children and youth going into foster care or institutional care by 40 per cent. As CEO, he knows that finding ways to keep families intact produces the best outcomes for young people at risk.

This success is the result of “a paradigm shift in the way we operate,” Rosebush says. “Our sector is evolving in new and exciting ways and we’re taking a leadership role. We’re moving towards a framework that makes children, youth and families partners in the services they receive instead of just providing a service to them.

“Two things illustrate this,” he says. “First, we’ve adopted a philosophy called Signs of Safety, or SOS, which is a strength-based model that works with families to address their problems, rather than going in and judging. Second, we’ve launched a program called Journey to Zero, to provide intensive support at home instead of having the child come into care.

For children who have to come into care, we do what we can to help them thrive.”

Rosebush acknowledges that working in child protection and welfare can be exceptionally challenging and stressful, but highly rewarding as well. “On top of that, we aim to put our employees first. We really try to treat all our people as team members who are critical to our success,” he says.

Shalimar Novak agrees with that assess-

CAS OF TORONTO STAFF CELEBRATING TEAM WORK MONTH

ment. She joined CAS of Toronto 15 years ago after earning a BA in sociology and psychology from Queen’s University and a master’s in social work from the University of Michigan. “This was my first job as a social worker,” she says. “One reason I’ve stayed is having the team to support us

One reason I've stayed is a having the team to support us and supervisors who understand our work and what we're going through.

– Shalimar Novak Telephone Intake

and supervisors who understand our work and what we’re going through. They’re great about knowing that we need to take a break sometimes and practise self-care.

“My current role is telephone intake – we’re the ones screening the calls that come in from families, police, schools and so on – and before that I was on the road in Scarborough as an investigative worker.

We would get a referral or report and then do an investigation with the family, connecting them with resources.

“I like the way our work is focused on the community and the family within it,” Novak says. “There are lots of resources out there that people often don’t know about. We help them navigate the system,

which can be difficult. I’ve been really lucky to have great team members I can debrief with when a call is over.

There’s tons of support for us here.”

That support includes four weeks of vacation from the start, personal leave days, flexible work schedules and arrangements, educational events, tuition reimbursement for work-related courses, and excellent benefits including a focus on mental well-being, says Marnie Lynn, chief human resources officer.

“We believe that anything we can do to allow our people to remain resilient allows them to focus on the children and youth they’re seeing,” Lynn says. “We’re an exceptional employer in this field. The depth and breadth of expertise and resources just aren’t available elsewhere. We’re very active in diversity, equity and inclusion, and this work can be extremely rewarding.”

Rosebush adds, “If someone wants to have an impactful career in society, working at CAS of Toronto will give them the opportunity to make a difference.” 

779

FULL-TIME STAFF IN CANADA

3,625

JOB APPLICATIONS RECEIVED LAST YEAR

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

84%

OF MANAGERS ARE WOMEN

22

( 2020 )

Cox Automotive Canada champions women in the auto industry

A

rmed with a bachelor of science degree from Western University a decade ago, Chelsea O’Donoghue couldn’t have predicted that 10 years later, she’d land a national account executive position at Cox Automotive Canada. She says Cox president Maria Soklis was pivotal in her decision to join the company.

“As a woman in the automotive industry, you soon realize how outnumbered you are,” says O’Donoghue, who worked selling advertising and media solutions to car dealers for several years after graduation. “Cox makes a big effort to have an equal number of female leaders. Maria has a lot of relationships within the industry, and she’s very accessible and always available if I need advice.”

In 2017, O’Donoghue was recruited as district manager of dealer sales at Cox subsidiary Dealertrack, then promoted to national account executive of digital retailing. In April 2019, she became Cox Automotive Canada’s lead of OEM partnerships and dealer solutions. “It’s been exciting to be part of a company that is experiencing so much growth – in brand awareness, business and employees.”

Since O’Donoghue spends much of her work week on the road visiting clients, her base is her home office. She appreciates that flexibility, going to Cox’s office for meetings and signing in remotely as needed. “After a long week of meeting clients away, and sometimes staying in hotels, it’s

COX AUTOMOTIVE CANADA TEAM MEMBERS CELEBRATE 55 YEARS OF SUCCESS AT ITS TORONTO MANHEIM AUTO AUCTION SITE nice to have the option to work from home on a Friday,” she says.

Being part of a company that gives back to the community is attractive to many employees. O’Donoghue plans to use her quarterly volunteer hours to help build a house for Habitat for Humanity, for which Cox is a sponsor. She’s also an ambassador for the company’s Women with Drive

It excites me when I hear our team members say that what they're doing is truly making a difference and that they feel valued.

– Grace Kong Human Resources Vice-President

program, which promotes the inclusion and success of female employees.

Human resources vice-president Grace Kong is another strong female leader at Cox. Soon after joining the company in 2017, she launched Women with Drive in partnership with Soklis. She lauds Soklis, who was hired in 2015 to grow Cox Automotive into Canada from the U.S., for her vision and leadership.

“Both Maria and I saw challenges with women working in the auto industry,” says Kong, “and I quickly saw the opportunity to improve this.” Women with Drive brings in female and male speakers to talk about how best to support Cox’s female team members. At one event, for example, three male executives spoke about how

important it was for their daughters to grow up in a world where they’re treated as equals.

“Our team members could see that our most senior executives believe that supporting women is important to them, both personally and professionally,” says Kong. In addition to those events, she walks around the office asking people how they’re doing and what Cox could do better. She also solicits feedback through biannual surveys.

“It excites me when I hear our team members say that what they’re doing is truly making a difference and that they feel valued,” says Kong. The company works hard to build a cohesive culture that embraces all employees – from the lot operation workers to the MBAs in the finance group.

“It doesn’t matter if you’re male or female, a car driver right out of high school or an engineer in our tech teams – we’re all important,” says Kong. “At our town halls, we reiterate that our employees are our most important resource.” 

759 10,212 5 45%

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR WEEKS, STARTING VACATION ALLOWANCE OF MANAGERS ARE WOMEN

BUILD YOUR

CAREER WITH US COXAUTOINC.CA/CAREERS

23

( 2020 )

'Fantastic teams' are pillar of Distributel

W

hen Juan Yon joined Distributel Communications Limited as manager of acquisition marketing last year, he discovered that one of the benefits of working there was that he could take a marketing campaign from concept to creation relatively quickly.

“In a big organization, it takes forever to accomplish anything,” says Yon. “There are a lot of necessary approvals to get things done, which can take weeks or even months. I wanted to work at a company where I could be more hands-on.”

Yon is achieving that goal at Distributel, Canada’s leading independent communications services provider with offices in Toronto, Ottawa, Montreal, Edmonton and Vancouver.

In his position, among other duties, he works in partnership with the senior web developer to update the website in a timely manner to enhance customers’ online experiences.

That front-line focus appeals to Yon. “I want to know what our customers are seeing on the website and what their pain points are,” he says. “For example, are we properly communicating what’s going to happen on the date of installation and what they’ll see on their first bill?”

Customers expect their online experience to be seamless – an experience where they can search and find information with ease. Yon works with the senior web developer to pinpoint areas that can be optimized. “We don’t need to go to a bunch of people to get approval,” he says. “We can

DISTRIBUTEL COMMUNICATIONS LIMITED EMPLOYEES WORK TOGETHER AS A TEAM TO COMPLETE CUSTOMER PROJECTS

fix something quickly, which is satisfying.”

In addition to keeping up with customer feedback, Yon must also stay on top of technology. He recently signed up for a three-day training session to learn HubSpot’s marketing software. “To better serve

When you focus on people, they'll grow faster and broader if you set up an environment where they are able to do so.

– Matt Stein Chief Executive Officer

our customers, we need to keep pace with how quickly this industry is evolving,” he says, “and it’s evolving at a rapid-fire rate.”

Chief executive officer Matt Stein, who joined Distributel in 2014, encourages employees to take advantage of professional development opportunities. “I view having the best employees and fantastic teams as an important strategic pillar,” he says. “When you focus on people, they’ll really surprise you – they’ll grow faster and broader if you set up an environment where they are able to do so.”

When Stein joined Distributel, his primary goal was to build the company into a “disruptor” – one that would challenge

the status quo of larger telecommunications companies and release new products that Canadians would love. “We’ve completed a number of acquisitions and released a unique set of products, and we have hundreds of employees across Canada and nearly national coverage, so we’re well on our way,” he says.

Effective leaders listen to their employees, and that’s exactly what Stein did when one of his staff suggested they clean up Tom Riley Park near the company’s Etobicoke head office as an Earth Day team-building activity. “The idea gained traction and got organized. I said, what approvals do we need? Let’s just do it.”

Stein appreciates that his employees value working at a company where they can accomplish their goals, both inside and outside the building. “I like to say that we’re large enough to do anything we want and small enough to get it done,” he says. “The best teams will satisfy customers in the best way, and happy customers will stay.” 

299

FULL-TIME STAFF IN CANADA

14,500

JOB APPLICATIONS RECEIVED LAST YEAR

24

WEEKS, MATERNITY LEAVE TOP-UP PAY

6

CHARITIES HELPED LAST YEAR

24

( 2020 )

Innovation is the name of the game at Durham College

A

culture of collaboration and communication runs deep at Durham College (DC).

Employees are encouraged to share ideas through formal and informal channels with the goal of generating exciting and rewarding outcomes. For example, a simple hallway conversation in 2016 led to the grand opening in April 2019 of DC’s Esports Gaming Arena – the first facility of its kind in the country.

That hallway chat took place between faculty member Michael Cameron and college president Don Lovisa, and it quickly led to much bigger things. “When I pitched the idea, we were way ahead of the curve on Esports arenas,” says Cameron, Esports coordinator and professor of computer systems. “Our leadership team has a lot of vision. If you can prove your case, they’ll go with it.”

Once Cameron had made his case, it took a tremendous amount of collaboration to bring the arena from bold idea to finished product. Fortunately for him, DC is well-positioned to support this type of innovative and industry-leading project.

“We are really committed to fostering a workplace culture focused on collaboration,” says Jennifer Cosway, associate vice-president human resources.

“We believe in listening to our employees, whether they are support staff, faculty or administration. We have a lot of great examples where creative ideas have been brought to life through collaboration.”

The Esports Gaming Arena is a case in point. Cameron says weekly meetings often involved as many as 20 employees, representing areas such as finance, facilities

PROF. MICHAEL CAMERON (LEFT), ESPORTS COORDINATOR AT DURHAM COLLEGE, AND BART LUCYK, PROJECT COORDINATOR FOR THE ESPORTS GAMING ARENA management, IT services and the varsity sports department, among others. Through this collaboration, Cameron met colleagues that he had never worked with before.

One key person was Bart Lucyk, the college’s logistics lead on the project from the project management office and support staff representative on the college’s Board of Governors.

“I was involved from start to finish,”

Our leadership team has a lot of vision. If you can prove your case, they'll go with it.

– Michael Cameron Esports Coordinator and Professor of Computer Systems

GREATER TORONTO TOP EMPLOYER FOR

9 YEARS

says Lucyk, who admits he had to master a very steep learning curve along the way. “I honestly knew nothing about esports when I started on this.”

But taking on fresh challenges has become second nature for Lucyk, who took his first job at the college 16 years ago as a summer work-study student.

Through his summer employment, he landed a permanent position with facilities management – initially doing such things as re-arranging classrooms, purchasing furniture and assisting with renovations.

The college’s generous tuition reimbursement programs for diploma and undergraduate degrees have allowed him to grow professionally and develop his career. He has earned a master’s certificate in project management and an AutoCAD

certificate, always with the full support of his managers.

All that training proved invaluable when he took on the complex esports arena project. The college decided to reinvent space in the Student Centre.

Lucyk converted one-third of that area into a functional student lounge and study area, equipped with digital signage, soft seating and a fireplace.

The balance of that space was turned into an ultra-high-tech, leadingedge gaming space for up to 65 players.

It features 45 gaming machines, aligned in two rows behind an illuminated glass barrier that separates it from another seating lounge where people can observe. Players can compete with gamers located anywhere in the world where similar technology is available – or with a fellow student two seats away. Spectators can catch the action on seven large overhead screens that display who’s battling whom.

The arena has put DC at the forefront of the multi-billion dollar and rapidlygrowing esports industry. It’s all due to a great idea brought forward in an institutional culture that values innovation and collaboration. 

839

FULL-TIME EMPLOYEES IN CANADA

123,600

JOB APPLICATIONS RECEIVED LAST YEAR

44

YEARS, LONGESTSERVING EMPLOYEE

57%

OF EMPLOYEES ARE WOMEN

“I enjoy working at Durham College because of my wonderful colleagues, the dynamic and highly stimulating environment and the satisfaction of being part of a team that contributes to students’ success.”

Sue Moore Manager, Academic Operations, Whitby campus Winner – 2019 Employee Award of Excellence

25

( 2020 )

Ecclesiastical Insurance puts a premium on giving back

W

hen he worked as an independent insurance broker, Leonard Sole could sell his clients policies from a variety of companies. But there was something different about Ecclesiastical Insurance Office, something that spoke to his desire for work with more meaning and purpose than simply making money for shareholders. Five years ago, he listened to his inner voice and joined Ecclesiastical full-time.

“With Ecclesiastical, giving back goes to our very core,” says Sole. “It has always been central to our values and culture and has a big impact on everything we do.”

Ecclesiastical is owned by Allchurches Trust Limited (ATL), one of the United Kingdom’s largest registered charities. All net profits from Ecclesiastical are turned over to ATL and redistributed to charitable initiatives worldwide. They include national and international organizations dedicated to eradicating poverty, finding cures for diseases, and enhancing the common good.

“We also believe strongly in contributing to the communities where we live and work,” says Jacinta Whyte. Her titles – general manager & chief agent for Canada and deputy group chief executive – mean she not only leads the Canadian team, but is responsible for insurance operations in the U.K., Ireland and Australia.

Many of Ecclesiastical’s clients are in the business of helping others, so some of the redistributed funds may, in fact, go back to them. This, in turn, helps those organizations keep serving those who depend upon

ECCLESIASTICAL INSURANCE OFFICE EMPLOYEES CELEBRATE THE OPENING OF THEIR NEW TORONTO OFFICE them, Whyte says.

Ecclesiastical was founded in London in 1887 to provide insurance for historic buildings like St. Paul’s Cathedral when existing insurers were stymied by the complexity of appraising them. The company’s first Canadian client after it opened its Toronto office in 1972 was the Anglican Diocese of Niagara. Faith-based organizations still represent about a quarter of Ecclesiastical’s business.

The company now has offices in Vancouver, Calgary, Toronto and Dartmouth, N.S.,

We're committed to making the world a better place.

– Jacinta Whyte General Manager & Chief Agent for Canada

and serves other sectors where insurance needs are anything but routine. This includes charities and non-profit organizations, performing arts spaces, educational facilities, retirement homes, and museums and heritage buildings across Canada. The head office recently moved to the downtown Toronto core, putting it closer to Roy Thomson Hall and other one-of-kind clients.

As senior production underwriter, Sole works with brokers to assess potential clients’ unique risks and requirements, determine if they’re a fit for Ecclesiastical, and set premiums. It’s an intellectual challenge that’s also an obvious source of pride. “As a specialist insurer, we have a heritage and extensive expertise that few can match,” says Sole.

He’s equally proud of Ecclesiastical’s non-adversarial approach to handling

ECCLESIA STICAL INSUR ANCE OFFICE PLC

Work at a company where giving back is part of our DNA Join us at ecclesiastical.ca/careers

claims, a marked difference from how some insurers look for reasons not to pay. “Our customer-first business model means we look for ways we can pay,” Sole says.

Ecclesiastical is also actively involved in helping policyholders to identify, assess and control risk and mitigate damages, says Whyte. This can range from warning of the potential dangers of bouncy castles at group events to advising organizations on how they can protect their reputations.

Such measures not only help to keep premiums low, she adds, they help protect and safeguard communities.

As well as providing corporate support, Ecclesiastical encourages employees to get involved in different communities. Their volunteerism is supported with up to two paid days off annually to participate in local charitable events. Many elect to get to know some of their clients better by helping with fund-raising or activities such as working in a soup kitchen.

Whyte sums up all Ecclesiastical’s multifaceted activities simply: “We’re committed to making the world a better place.” 

88 57%

FULL-TIME STAFF IN CANADA OF EXECUTIVE TEAM ARE WOMEN

43

CHARITIES HELPED LAST YEAR

1,062

STAFF VOLUNTEER HOURS LAST YEAR

26

( 2020 )

Why it's so hard to leave the Fidelity meritocracy

Y

ou might think Katrina Wilson was all set after she decided to leave Fidelity Canada in Toronto and join the sales team of a Silicon Valley startup. And sure, there was a good salary and frequent trips to San Francisco, but “it was not as glamorous as it sounds,” says Wilson. A few months later, she was back at Fidelity.

What made the difference?

Culture, says Wilson. A start-up is in a frantic rush to gain revenue, she notes, “but then you lose that culture of support for employees. You want to have the security of that infrastructure around you. It’s something I really valued and missed about Fidelity.”

With a commerce degree in finance from Dalhousie University and a few years behind her in the financial industry, Wilson joined Fidelity as a district sales associate in 2014 and was promoted a year later to district vice-president of sales. Then, after her stint at the start-up, she returned to take on a new role as an ETF strategist covering western Canada, supporting Fidelity’s new team offering exchange-traded funds valued at $600 million in Canada (and growing).

In her nearly five years at Fidelity, Wilson says, she has enjoyed easy access to management and mentorship, as well as considerable training. “I’ve gone through seven or eight programs on career development – everything from presentation skills to etiquette training, SPIN selling, reading people, emotional intelligence. They cover so many aspects of development that aren’t

FIDELITY CANADA FOSTERS A CULTURE AND ENVIRONMENT OF COLLABORATION BETWEEN EMPLOYEES even specific to Fidelity. It really stands out – it’s not replicated elsewhere.”

She also values the meritocracy that privately-held Fidelity has created. “It's a very competitive environment, but in a very healthy and stimulating way,” she says. “Management is always very open about what resources are available to help you get to the next level. Everything is very metrics driven.”

From a communications perspective, the organization is very flat. We really do have an open-door policy.

– Diana Godfrey Senior Vice-President, Human Resources

And then there are her colleagues.

“There’s this big sense of teamwork and engagement at Fidelity that I’ve especially enjoyed in my new role,” she says. “In meeting rooms you’ll always see people sitting together, picking each other’s brains, trying to get different perspectives.

Everyone seems to enjoy coming to work.”

Since she’s travelling a lot, Wilson finds she likes being in Fidelity’s Toronto offices, at Bell Trinity Square on Bay Street, when she’s back. But Fidelity offers staff considerable flexibility if they want it, notes Diana Godfrey, senior vice-president, human resources. “Over 30 per cent of our people now telecommute,” she says.

“We’ve created more huddle rooms, more interactive spaces, better places for breaks.

The revamped lunchroom is absolutely

Awards are good.

Our employees are great. careers.fidelity.ca

spectacular. We're really interested in making sure that when people are here, they feel valued, so our workspace reflects that.”.

She, too, notes that the Fidelity structure minimizes hierarchy. “From a communications perspective, the organization is very flat,” she says.

“We really do have an open-door policy. All new hires get to sit down with the senior executive team at a lunch or cookies-and-coffee for a round-table discussion. We really look for a collaborative environment here.”

Fidelity is also very involved in the community, including the annual Run or Walk benefitting the Princess Margaret Cancer Centre. Innovatively, the company has a summer program hiring young people who have been treated at the Holland Bloorview Kids Rehabilitation Hospital and may have Down’s syndrome, Asperger’s syndrome or other disabilities. Fidelity consults employees on where to put its charity funding, Godfrey says. “It’s a great opportunity to make a difference.” 

1,084

FULL-TIME STAFF IN CANADA

26,203

JOB APPLICATIONS RECEIVED LAST YEAR

25

WEEKS, MATERNITY LEAVE TOP-UP PAY

38

YEARS, AVERAGE AGE OF ALL EMPLOYEES

STAY AHEAD

27

( 2020 )

First Capital Realty builds on collaboration

A

s a self-confessed numbers person devoted to algebra and calculus, Charlotte Menzies didn’t envision working in real estate. But serendipity intervened. While still in high school, she landed a summer job in the Montreal office of First Capital Realty (FCR) and then was called back for three more summers.

Each time, Menzies worked in a new department doing a different job.

The mix of experiences gave her a fresh perspective on what the future could hold. Upon graduating from university with a degree in business administration and finance, she accepted a full-time position with FCR. There are, in fact, plenty of opportunities for number-crunching at one of Canada’s leading developers, owners and operators of mixed-use urban real estate. Three years ago, Menzies moved to the company’s head office in Toronto where she now is manager, leasing analytics & reporting.

As well as working closely with her own team, she collaborates regularly with a wide cross-section of FCR’s staff. Whether she helps with forecasting, cost estimating or other data analytics, Menzies has formed close workplace bonds in departments as diverse as legal, lease administration and property management.

So when you ask her what she enjoys about her job, she doesn’t even mention spreadsheets. “The people here are passionate, motivated team players all working toward the same goal,” Menzies replies.

“The positive vibe keeps you feeling energized all day.

“Plus they’re all so supportive and wel-

EMPLOYEES AT FIRST CAPITAL REALTY TAKING PART IN A TEAM-BUILDING EXERCISE coming. I met some of my closest friends in Toronto at First Capital.”

Adam Paul, president & chief executive officer, says that the very nature of FCR’s business lends itself to such enthusiasm.

“We’ve always taken a different view of urban markets,” he says. “We have a reputation within our industry for being at the forefront of evolving trends.

“We were the first, for instance, to focus

The people here are passionate, motivated team-players all working toward the same goal.

The positive vibe keeps you feeling energized all day.

– Charlotte Menzies Manager, Leasing Analystics & Reporting

on including coffee shops, fitness clubs and daycare facilities in shopping centres in some of Canada’s most densely populated neighbourhoods, and our strategy will continue to evolve as consumer expectations change.”

FCR has nearly 170 properties across Canada, with over half in the Greater Toronto Area, and new projects in the works.

Ninety percent of its locations are within a five-minute walk of public transit and all feature a mix of tenants providing the sorts of products and services people use every day.

Not stopping with bricks and mortar, FCR is committed to creating flourishing communities in and around its properties. To that end, Paul says, the company puts considerable time and resources into initiatives focusing on the environment and

the arts. The wide array of measures – from reducing greenhouse gas emissions to sponsoring public sculpture competitions – helps to build goodwill among tenants and their customers, local residents, and potential employees, he adds.

When hiring, FCR looks for individuals with an entrepreneurial spirit and who connect with the company’s culture and core values, including collaboration and innovation, Paul says.

Being adaptable and willing to learn and grow are also essential attributes.

“During a 20-year career, the skills you need will continually change,” he adds.

In addition to competitive pay and benefits, the company supports employee development with training and educational opportunities provided in-house and through third parties. It also offers tuition reimbursement for courses relevant to their current or future job at FCR. Menzies, who has already seen her role evolve, appreciates that there will be further opportunities to progress: “If you want to learn and grow, this is the place.” 

375

FULL-TIME STAFF IN CANADA

54%

OF MANAGERS ARE WOMEN

100%

OF PEOPLE MANAGERS RECEIVED SPECIALIZED TRAINING IN 2019

$87K

IN TUITION REIMBURSEMENTS PAID IN 2019

WE ARE ALWAYS LOOKING FOR FRESH NEW TALENT! Visit: www.fcr.ca/careers TORONTO | MONTRÉAL | CALGARY | EDMONTON | VANCOUVER

28

( 2020 )

Fleet Complete tracks rapid growth and a fast pace

L

arry Indovina makes no bones about it. Working for Fleet Complete is not for everyone, says the company’s executive vicepresident, human resources.

From its bright, spacious waterfront headquarters in downtown Toronto, the leading provider of fleet management software solutions is growing like wildfire – and new recruits should be eager to take on the challenge.

"We look for employees who want to make an impact in a fast-paced, dynamic environment,” explains Indovina.

“We are building something very special and scaling the globe as one of Canada’s fastest-growing companies,” he adds. “People who understand that being customer-centric is the key to success tend to excel here.”

What they’ll get in return, he promises, is open communication across the board, great professional development, opportunities for advancement, excellent benefits and the career experience of a lifetime.

“We’re trying to create an environment here where employees can thrive,” he says, “and, decades from now, people can look back on their time here and say, ‘Wow, that was really special.’”

It’s certainly been special for sales operations manager Lauren Bird, who has seen her own career progress with the company over seven years and three promotions.

Founded in 2000, Fleet Complete has grown from about 80 employees in Canada and the U.S. in 2014 to about 300 in Canada today and more than 500 globally.

“As we’re growing, it does have to take on more of a corporate structure,” says Bird, “but they’ve tried to maintain that small start-up feel.

FLEET COMPLETE EMPLOYEES CHANGING THINGS UP

BY COMFORTABLY WORKING ON THE BEAN BAG CHAIRS “Just the way people interact with each other is different from larger organizations,” she adds. “You can still call any of the executives if you need to reach out for guidance or anything you need. They’re a presence in the office.”

At Fleet Complete, colleagues don’t operate in silos like employees at many larger companies, says Bird. They collaborate across departments. That’s been particular-

We're trying to create an environment here where employees can thrive and, decades from now, people can look back on their time here and say, 'Wow, that was really special.'

– Larry Indovina Executive Vice-President, HR

ly true over the past year, as the company undergoes a major redesign of its internal processes.

“That kind of collaboration is huge for anyone’s learning experience and career growth,” says Bird. “The company really values your opinion, and you get the opportunity to engage in important projects, so that’s been an awesome thing to be part of.”

Some of the other perks are pretty nice, too. As the mom of a three-year-old son, Bird appreciated the company’s parental-leave top-up program, which brings salaries for new mothers, fathers or adoptive parents up to 75 per cent of full-time levels for 52 weeks.

Vacation time starts at three weeks for new employees after their first year on the job. And to give team members a stake

in its success, Fleet Complete offers an employee share purchase plan and other financial benefits, including matching RSP contributions, year-end performance bonuses and recruiting referral bonuses of up to $5,000.

Bird says co-workers show the same care for each other as they do for customers. They enjoy socializing through staff-initiated clubs and events like staff barbecues, boat cruises, sporting events and the company’s popular annual party during the holiday season.

That same spirit of support extends to the community at large. Fleet Complete offers a donation-matching program and has organized numerous group volunteer events, geared largely to youth and environmental charities. And last year, it started providing a volunteer paid time off policy where employees can book a half day annually to volunteer for a charity of their choice.

As Fleet Complete continues to flourish, says Bird, she is eagerly anticipating its future. “I love working here,” she enthuses.

“I want to keep going and see how this company progresses. I think it’s going to be very exciting.” 

298

FULL-TIME STAFF IN CANADA

15,696

JOB APPLICATIONS RECEIVED LAST YEAR

52

WEEKS, MATERNITY & PARENTAL LEAVE TOP-UP PAY

20

YEARS, LONGEST SERVING EMPLOYEE

29

( 2020 )

Fluidigm Canada explores the frontiers of biotech

F

rancis Vilchez admits he was a little nervous when he started a new job as senior buyer for Fluidigm Canada in Markham in April 2019.

“I’ve been in biotech for 14 years but the other companies I worked for were larger so I wasn’t sure it was the right decision,” he says. “But it was clear to me that Fluidigm was growing and investing, so I moved here to learn something new, work with some former colleagues and improve my prospects for the future.”

Just a few months later, Vilchez is glad he took the plunge. “It’s very exciting to be part of such a fast-growing company,” he says.

“The people are wonderful and the diversity is amazing. It’s completely different from other places I’ve worked. When you look forward to going to work it makes a huge difference.”

Fluidigm Canada develops and manufactures instruments and reagents for mass cytometry, a cutting-edge technology with applications in immuno-oncology and other aspects of healthcare research. It was invented in Toronto by a group of four scientists: Scott Tanner, Vladimir Baranov, Olga Ornatsky and Dmitry Bandura.

“We were working on a type of mass spectrometry used for detecting metals and came up with the idea of using it to detect proteins by attaching metals to the antibodies that recognize the proteins,” explains Bandura, who is now Fluidigm’s general manager and senior vice president, Canadian operations. “This would enable researchers to study complicated processes in blood and tumours, for a better under-

FROM CANADA DAY BARBEQUES TO HALLOWEEN COSTUME CONTESTS, FLUIDIGM CANADA INC'S EMPLOYEES MAKE TIME TO ENJOY THE COMPANY OF THEIR COLLEAGUES THROUGHOUT THE YEAR standing of cancer and other diseases.”

In 2005, with support from Genome Canada, the scientists set up a company to develop their new technology. Since then, mass cytometry has won increasing acceptance in academic and research communities around the world. “There are now about 700 peer-reviewed publications

It's not just a job — we're here to help understand disease. The excitement is in the new technology and what it can do.

– Dmitry Bandura Co-founder, General Manager & Senior Vice President, Canada Operations

using mass cytometry,” Bandura says.

“Meanwhile, our operations here in Canada have grown from four people in 2005 to almost 200 today.”

Even in the early days, creating a positive work environment was important to Bandura and his colleagues. “We selected our first employees very carefully,” he says.

“It’s not just a job – we’re here to help understand diseases. The excitement is in the new technology and what it can do.

We could eventually be saving lives. It’s almost a family feeling – everyone helps everyone.”

That feeling continued after the company was acquired in 2014 by Fluidigm Corp., a global life sciences company based in South San Francisco, Calif. “This is a mission-driven organization,” says

Angela Peters, global head of human resources for Fluidigm. “People in general are very interested in life sciences, and they’re drawn to Fluidigm because of the chance to make a difference. That’s true not only of our scientists, researchers and developers but also of those in non-scientific areas such as finance and other support functions.”

Vilchez agrees. “There’s a great spirit here and everyone is so helpful.

Each quarter we have a town hall where our CEO gives us an update on what’s going on. I speak with some of the scientists and they explain what they do. It helps me do my job better and makes me feel I’m part of something important.”

As the technology evolves and the company keeps growing, more opportunities are opening up, Peters adds. “We’re very proud of the Canadian site and the technology that was created in Canada. In fact, we’re moving our reagent manufacturing from South San Francisco to the new facility we just opened in Markham because of the talent that’s available in the Toronto area.” 

172 3,000+ 3 32%

FULL TIME STAFF IN CANADA JOBS APPLICATIONS RECEIVED LAST YEAR WEEKS, STARTING VACATION ALLOWANCE OF MANAGERS ARE WOMEN

Make Fluidigm a place to do the best work of your career fluidigm.com/careers

30

( 2020 )

FreshBooks puts the fun in accounting – seriously

I

t’s a chilly challenge that warms the heart. For a few years now, Francis Muli and his boss have had a friendly contest to see who can wear their shorts the longest after Thanksgiving. But the senior financial analyst at FreshBooks isn’t competing with his immediate manager.

He’s facing off against Levi Cooperman, a co-founder at the Toronto-based company, which provides cloud accounting software geared mainly to small and medium-sized businesses.

In 2019, Muli and Cooperman decided to cement the tradition and take it company-wide to benefit charity. Dubbing it the Icy Knees Shorts Challenge, participants sought sponsors and donated $10 for every day they wear their shorts after Thanksgiving.

Proceeds went to the United Way or StepStones, a charity that supports vulnerable youth.

“Levi has gone all the way to January,” says Muli. “I’ve never beaten him before.

Maybe 2020 will be my year.”

It’s not the kind of c-suite collegiality you’d see at every company. “But at FreshBooks, it isn’t uncommon to share a lunch with the CEO,” he says. “It’s not intimidating. We even have meetings where you can pretty much ask any question you want. It’s so transparent and open.”

The shorts challenge points to another aspect of FreshBooks culture: Fun is baked into its DNA. In fact, it’s one of the company’s nine core values: passion, ownership, results, change, honesty, fun, empathy, stretch and trust. Take the first initial of each word, and it spells PORCHFEST – the name FreshBooks has chosen for a

EMPLOYEES AT FRESHBOOKS BENEFIT FROM THE COMPANY'S FOCUS ON NINE CORE VALUES weekend event it organizes every summer at a northern Ontario camp that brings together employees and their families.

The company also organizes a social event almost every quarter, and “FreshBookers” can choose to join employee-initiated clubs catering to a wide range of interests, including photography, wine tasting and a multitude of sports.

“We take fun very seriously,” says Muli.

“There’s always something to look forward to. It’s not like work.”

One thing that really stands out here is we get the balance of IQ and EQ. – Sue DiPoce Chief People Officer

Creating a culture that allows people to bring their whole selves to work was important for FreshBooks from the beginning – when co-founder and CEO Mike McDerment launched the company in his parents’ basement in 2003. “One thing that really stands out here,” says chief people officer Sue DiPoce, “is we get the balance of IQ and EQ.” To that end, two of the critical pillars underpinning the corporate culture are learning and development, and health and wellness. On the learning side, every new recruit goes through the company’s four-week FreshStart onboarding program, which immerses them in every aspect of FreshBooks’ customer-centric business and includes a diversity and inclusion component. “We make a huge investment

in every person joining the company at all levels, regardless of their role,” says DiPoce.

In addition, the company has a tuition reimbursement program for career-related education, and recently updated its two management programs: a “people manager” program for all managers, and a leadership development course for senior roles and executives. “We’re really looking to build leaders,” she adds.

The health and wellness benefits abound. FreshBooks’ bright, open office is kid friendly and dog friendly, and even features meditation rooms.

Employees can work flex hours, and there’s no dress code. The company also offers a $200 annual active-living credit for health-related expenses, onsite massage therapy, fitness classes in its on-site gym, and a lunch area and kitchen serving up nutritious food options.

Underlying it all, says Muli, is a sense of community that helps employees thrive.

“They’ll afford you as much responsibility as you want to take on,” he explains. “And that level of trust encourages you to be even bolder and better.” Regardless of the weather. 

328 5,916

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR

3

WEEKS, STARTING VACATION ALLOWANCE

148

STAFF VOLUNTEER HOURS USED LAST YEAR

31

( 2020 )

At Fundserv, staff help shape its strong values

B

efore Matt Warner joined Fundserv Inc. as an internal communications specialist, he talked about the company with his fiancée’s family.

With a bachelor’s degree in journalism from Ryerson University and a post-graduate certificate in public relations from Mohawk College in Hamilton, Warner had spent the previous four years in marketing and communications but had little experience in the investment industry. “But my fiancée’s family has a financial background,” he says.

They were enthusiastic, so with their encouragement, Warner joined Fundserv in 2018. “It was a match made in heaven,” he says.

As Warner discovered, Fundserv provides electronic business services to the Canadian investment industry, including the network infrastructure that its customers use to place and reconcile orders efficiently and securely. Established in 1993, the privately held company accommodates more than 50 million transactions for Canadians through its platform annually.

“We exist to serve the investment industry, ensuring prompt, accurate and secure settlement service,” says president and CEO Karen Adams, who joined the company in 2017. “We’re part fintech, part industry utility, part connection hub for the industry. But we’re driven by service.

We exist to support the firms that we serve in meeting their business goals.”

Joining an industry with its own specialized conventions and vocabulary, Warner relied initially on his colleagues as he adjusted to his new environment.

EMPLOYEES FROM FUNDSERV INC. VOLUNTEERING AT A LOCAL FOOD RESCUE ORGANIZATION, HELPING SORT VEGETABLES “There are a lot of people here who should have been teachers,” he says. “They know the information, and they like the subject. I was never afraid to say I didn’t know something. We’re a very collaborative team.”

In fact, collaboration is one of the attributes that Fundserv’s employees identified over the last year as a key company value.

The culture is enabling. You're trusted to get your work done.

It's not about the time you log but the results you achieve.

– Matt Warner Internal Communications Specialist

“Our staff shape much of what we do,” says Adams, “from selecting our values to choosing the chairs that we sit on. It’s important that our employees play an active part in helping us move forward.”

As an international banker, Adams spent more than 15 years in Mumbai, Shanghai, Hong Kong, Beijing and other centres around the world before she returned to Canada. “There are more similarities than differences across cultures,” she says. “We all want to be proud of our work, we all want to feel that we’re valued and listened to, and we all want to contribute to something greater.”

For Warner, who focuses on disseminating information between Fundserv’s senior

management and the company’s staff of about 100 people, collaboration enables each member of the five-person communications team to support each other when the occasion arises.

“We all lead busy lives,” he says.

“If somebody’s sick, swamped or just has a writer’s block, we’ll step in to help. It’s not just nine to five.”

That balanced approach to the job is another part of Fundserv’s culture.

Employees enjoy a wide degree of autonomy, free from micro-management and with a working environment that offers flexible work spaces, hours and mobility.

“The culture is enabling,” says Warner. “You’re trusted to get your work done. It’s not about the time you log but the results you achieve.”

The company’s emphasis on integrity, collaboration, adaptability and respect continues to keep Fundserv at the forefront of its industry.

“We really focus on being respectful of our people,” Adams says, “but at the same time, holding them to account for delivering results. Ultimately, the best leaders hire smart, capable people and get out of their way.” 

101 5,640

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR

40%

OF EMPLOYEES ARE WOMEN

60%

OF EXECUTIVE TEAM ARE WOMEN

Collaboration.

Adaptability.

Integrity.

Respect.

Words we chose and choose to live by every day.

Come see what it’s like to work for a company that truly CAIRs–both inside and out.

fundserv.com

32

( 2020 )

George Brown College encourages people to flourish

A

fter a decade running her own successful consulting firm, helping downsized workers get back on their feet, Diana McIntyre was drawn back to George Brown College where she got her professional start.

“There is something about George Brown that always stays with you,” McIntyre says. “Not just the friends you make, but its creativity and entrepreneurial spirit. It’s a wonderful place to develop your potential and work with like-minded colleagues.

Now, 13 years later, McIntyre is coordinator, student success initiatives, and “I love going to work every day.” She explains: “After 13 years, I still feel energized because I am always growing and developing in a stimulating environment.”

Key to that environment is an unrelenting dedication to helping George Brown students reach their potential. Says Leslie Quinlan, who four years ago joined the college as vice-president, human resources and organizational development: “I’ve never worked anywhere before where people are so focused. Everyone here is engaged and shares one objective – helping our students successfully embark on their future careers.”

To support that goal, George Brown ensures that its staff, both faculty and non-teaching, have every opportunity to reach their potential. “Befitting a learning institution, we have a strong emphasis on innovation and continuing education,” Quinlan says.

Indeed, staff may register for some programs and courses at a reduced fee of $20, and there are tuition reimbursements for

EMPLOYEES OF GEORGE BROWN COLLEGE AND STUDENTS MAKING USE OF THE TUTORING & LEARNING CENTRE graduate programs at outside institutions of higher learning, up to $20,000 for doctoral degrees.

Says McIntyre, who has progressed through numerous positions at the college: “George Brown provides wonderful professional development opportunities. I’ve had lots of chances to develop new skills.

“George Brown encourages you to play to and build upon your strengths. It lets you identify how you want to develop and then supports you so you can flourish in your work.”

At George Brown, your views are valued, and you can be the CEO of your own career.

– Diana McIntyre Coordinator, Student Success Initivatives

George Brown has three Toronto campuses, including one downtown where administration offices are housed in the same heritage building as student classrooms.

Another campus, its newest, sits directly on Lake Ontario amid a massive waterfront redevelopment project.

“Because of our locations embedded in the heart of the city, diversity and inclusion are part of who we are,” says Quinlan.

“It’s not just an initiative, but part of our culture. People can come to work and be their authentic selves.”

In addition to enjoying generous benefit plans, George Brown staff have a number of unique perks. Where else can you get a $10 manicure and a $30 massage but at the college’s School of Makeup and Aesthetics Spa? The Hospitality School provides nutritious meals for less than $10.

Two of the campuses include fitness centres where membership and classes from cardio to Zumba are free.

The Casa Loma campus also offers subsidized daycare. And all staff can take advantage of interest-free loans of up to $5,000 to purchase new computer equipment.

When it came time to develop a new three-year business plan and 10-year vision for the college’s future, Quinlan says it was essential that students and employees “saw themselves” as part of the development process as well as in the final plan.

McIntyre was chosen to chair a college-wide council representing all employees, with a mandate to provide recommendations for George Brown’s senior management. “It shows that the college wanted to hear from everyone in developing the strategies,” she says. “They listened and accepted our suggestions, which then showed up in the final plans.”

For McIntyre, the exercise was another example of George Brown’s entrepreneurial spirit. “Here,” she says, “your views are valued, and you can be the CEO of your own career.” 

1,451

FULL-TIME EMPLOYEES

15,807

JOB APPLICATIONS RECEIVED LAST YEAR

$20,000

MAX TUITION SUBSIDY FOR ADVANCED DEGREES

60%

OF ALL EMPLOYEES ARE WOMEN

33

( 2020 )

Helping Canadians inspires employees at GSK

W

hen GlaxoSmith Kline (GSK) identified a need to redesign its packaging of vaccines for the Canadian market, Joshua Tusin, project leader, regulatory affairs, put the wheels in motion.

“We had to re-think all the packaging, make it cleaner and easier to read,” says Tusin from his office in Mississauga.

The project was not as straightforward as it might sound. As a global healthcare company, GSK has the most comprehensive vaccines portfolio in the pharmaceutical industry.

Its products help protect children, teenagers, adults, elderly people and travellers against diseases like whooping cough, hepatitis, meningitis and shingles. Every day, the global company delivers more than two million vaccine doses to people in more than 160 countries.

Before they began to design a clear and consistent identity for each vaccine product, Tusin and his teammates consulted GSK’s manufacturing units as well as designers, suppliers and “the people who administer the vaccines,” Tusin says.

“We needed to consider whether a package consisted of a vial or a syringe or both.

We had to reconcile font sizes and understand the role of colour in making it as easy as possible to administer a vaccine. We also had to make sure that we met our timeline so the products, in their redesigned packaging, arrived promptly on the market.”

With about 2,000 employees in Canada, GSK is a science-led worldwide healthcare company that researches, develops and manufactures innovative

Virginie Technicienne de Laboratoire, Vaccines R&D, Belgium

GSK EMPLOYEES CELEBRATE PRIDE WEEK AT THE COMPANY'S MISSISSAUGA HEAD OFFICE pharmaceutical medicines, vaccines and consumer healthcare products. Products in its respiratory portfolio are used to treat asthma, cardio-pulmonary disease and other respiratory ailments, while its consumer healthcare brands such as Tums and Sensodyne address pain relief, respiratory, digestive health, oral health, nutrition and skin health.

“GSK’s purpose is to help patients and

You get to do work that has purpose and value.

That's why I'm still here. I grow every day.

– Joshua Tusin Project Leader, Regulatory Affairs

consumers,” says Nicole Stuart, human resources country head. “As employees, we’re motivated by what GSK delivers to the market and also to our communities.”

Since all GSK products require regulator approval, Tusin and his team of about 30 colleagues in regulatory affairs work closely with Health Canada to ensure that the company’s labelling, packaging and other materials comply with prescribed standards. Managing GSK’s package artwork, he also ensures that labelling updates to established and new products get applied accurately and implemented promptly.

Tusin’s work at GSK combines his two passions: science and communications. After graduating with a bachelor’s degree in science from Beloit College in Wisconsin,

Tusin realized that “I get excited by telling people why science is so cool.”

With this in mind, he enrolled in a master’s program in technical communications and information design at the Illinois Institute of Technology in Chicago. When he moved to Toronto 10 years ago, he found a way to apply both his strengths at GSK. “People are attracted to us for our purpose,” says Stuart, “but they’re also attracted by our culture. We support work-life balance, flexibility, employee health, inclusion and diversity. If people feel they can be their authentic self at work, they can make a difference.”

For Tusin, making a difference keeps him enthused about his work.

“You get to do work that has purpose and value,” he says. “I grow every day. That’s why I’m still here.”

Tusin and his colleagues successfully redesigned GSK’s Canadian vaccine portfolio packaging on time while meeting or exceeding the requirements of the assignment, and they felt justifiably proud of their achievement. “It’s easy to see value in what we do,” he says. 

2,116

FULL-TIME STAFF IN CANADA

22,859

JOB APPLICATIONS RECEIVED LAST YEAR

44

YEARS, LONGESTSERVING EMPLOYEE

61%

OF MANAGERS ARE WOMEN

A healthcare company with a special purpose Today millions of people have no access to basic healthcare, millions more suffer from everyday ailments and there are thousands of diseases without adequate treatments. So we’re working to develop tomorrow’s treatments and to find new ways to get today’s treatments to those who need them.

ca.gsk.com

34

( 2020 )

Employees at every level make an impact at HIROC

I

n October 2018, not long after he’d completed a post-graduate degree in public relations, Marc Aiello landed a full-time job as communications and marketing coordinator with Healthcare Insurance Reciprocal of Canada (HIROC). He was, as he puts it, “thrilled to be hired at HIROC.” Aiello was also pleasantly surprised by all the challenging and rewarding assignments thrown his way in his first year with the organization, which provides risk management and insurance services to hospitals, medical clinics and other not-for-profit healthcare organizations across the country.

“No matter whether you’re an executive or an entry-level employee, you always have an opportunity to contribute and make a difference,” he says.

Every member of the staff belongs to one of HIROC’s inter-departmental learning groups that meet monthly to learn something new – a topic of their choosing.

Each group delegates a different member to lead a session. Aiello relished the opportunity to chair a meeting that dealt with conflict management – a subject he had to research thoroughly before making a presentation.

“It’s a fantastic initiative because you learn things that fall outside your day-today duties,” says Aiello. “Being able to lead a session as a newbie was not something that had happened to me in organizations I had worked for in the past.”

The learning group is just one way that HIROC encourages employees to make a contribution outside their area of expertise

HIROC EMPLOYEES COLLABORATING AT THE OFFICE

and beyond their day-to-day duties. Chief executive officer Catherine Gaulton says that she and her executive team recently launched a design-thinking approach in which employees from across the organization participate in sessions aiming to

We draw on the wisdom of the people who work here. It’s a way to capitalize on the diversity of talents offered by our employees.

– Catherine Gaulton Chief Executive Officer

find solutions to identified organizational priorities.

“We draw on the wisdom of the people who work here,” says Gaulton. “It’s a way to capitalize on the diversity of talents offered by our employees.”

HIROC is a mid-sized organization and Gaulton makes the most of it by, for example, meeting all new hires one-on-one as part of a day-long onboarding experience.

The human resources department rounds out the day with an orientation session and introduces new recruits to everyone on the staff.

“The orientation is not just about how you do your job, but what is important

about your job and what it means to the people we serve,” says Gaulton.

Along with all the opportunities to contribute and to grow professionally, employees enjoy a newly renovated, open-concept workplace that was designed to encourage collaboration and collegiality. There are only eight enclosed offices, meaning that everyone on the staff has access to natural light.

The organization provides employees with desks that can be used in either a sitting or standing position in order to promote good health.

Employees can use the gym in the building at discounted rates or take advantage of an employer arranged rate to work out at a gym of their choice. HIROC also helps offset the cost of getting to work by providing parking for those who drive or covering the cost of fares for those who use public transit.

“We want our organization to be a fantastic place to work because of the importance of the work they do and the level of commitment our employees bring to their jobs,” says Gaulton. 

100+

FULL-TIME STAFF IN CANADA

32

YEARS, LONGESTSERVING EMPLOYEE

44%

OF DIRECTORS ARE WOMEN

60%

OF EXECUTIVE TEAM ARE WOMEN

Together we stand for safe care We’re proud to be named one of Greater Toronto’s Top 2020 Employers Find out more at HIROC.com

35

( 2020 )

At Hyundai Capital, people drive and thrive together

A

s part of a smaller outpost in a global corporation, you might think managers at Hyundai Capital Canada would find it hard to keep their employees firing on all cylinders. But the company is proof that the corporate family that works, socializes and drives together thrives together.

“We’re trying to create a place that’s welcoming and people feel like they’re part of the family,”says David Daywalt, Senior Director Corporate Services.

“We want people to feel like they work for this huge multinational but at the same time are part of this small, intimate family at Hyundai Capital Canada and get the benefits of both worlds.”

Headquartered in Toronto, Hyundai Capital provides lease and purchase financing services for Hyundai, Kia and Genesis brands throughout Canada. Its competitive edge against the banks and other financial institutions is quality of service.

That starts with hiring the best employees.

“Our biggest asset is our people – they’re really what differentiate us. We made a conscious decision to invest in the top talent,” says Daywalt.

Hyundai Capital creates an environment employees can thrive in with a full-time corporate culture specialist supported by an employee Corporate Culture Committee. They act as a sounding board for management and organize activities like the annual holiday party, happy hours, picnics and charitable events.

Employee clubs are hugely popular. The company funds initiatives like the Umami Club, where employees sample and discuss global cuisine. There are book, movie, fitness and many other clubs that build

HYUNDAI CAPITAL EMPLOYEES ATTENDING THE COMPANY'S QUARTERLY 'TOWN HALL' FOR EMPLOYEES esprit de corps.

“These clubs encourage everyone to talk to someone else from the other departments so we can understand better what it is we’re all doing,” says Chanthaly Tu, Senior Analyst, Operations QA. “You get to share what you’ve experienced and to know people better. The company gives us many tools to be very happy.”

Tu ensures the customers are happy as a quality-control point person. She joined

We all work together to give everyone in our company family a really sweet ride.

– David Daywalt Senior Director Corporate Services

Hyundai Capital in 2016 because the company offered her the chance to take her career to the next level.

“I picked Hyundai Capital because it gave me the opportunity to take the next step professionally. They’ve helped me grow a lot,” Tu says.

The company helps employees like Tu grow through tuition reimbursement and RRSP matching programs. Its comprehensive benefits package also includes performance bonuses.

A healthy work-life balance is also emphasized. Employees receive an annual $2,000 LifeCare Allowance they can allocate between a health spending account and wellness account. They can use it in almost any way that promotes their health

and well-being, including building a home gym, fitness memberships or even paying for that ski vacation that recharges your batteries. Employees use a mobile app to submit claims, which are paid within a week.

Staff also get a lift via a special program offering 12-month vehicle leases and the chance to drive a new car every year. There are also opportunities to test-drive “tryout vehicles” where new models like the Hyundai Kona and Kia Stinger are made available for several days, free of charge.

Regular town hall meetings and other communications channels keep the Hyundai Capital family informed of not just how they’re doing as a group, but how parent Hyundai Motor Group is performing. There’s also a Global Site Visit program where once a year some employees spend a week at corporate headquarters in Seoul, South Korea.

“We try to do the best for our employees in terms of benefits, health and well-being and social cohesion,” says Daywalt. “We all work together to give everyone in our company family a really sweet ride.” 

130

FULL-TIME STAFF IN CANADA

49%

OF MANAGERS ARE WOMEN

68%

OF STAFF BELONG TO EMPLOYEE CLUBS

$159,551

PAID IN EMPLOYEE WELLNESS CLAIMS

Drive Your Career to New Heights Help us create the future of the automotive finance experience!

Apply today at HyundaiCapitalCanada.ca

36

( 2020 )

For Kinross Gold employees, lots of prospects

W

hen he talks about working at Kinross Gold Corporation, Mark Hannay uses the word “opportunity” a lot.

Hannay has been at Kinross full time since he graduated from university in 2012. Since then, he has worked in several different roles and travelled to such places as Russia, Mauritania, Ghana, Brazil and Alaska. “Getting the opportunity to both work remotely and also learn about and experience different cultures has been very rewarding and certainly a unique experience,” says Hannay, the manager of business optimization at the mining company.

Like many other Kinross employees, Hannay has also had the opportunity to both gain more exposure and take on more responsibility. “Starting off, I was more at the analyst level and as I began to prove myself, I started to be relied upon for more complex and high-profile work,” he says. “The company’s willingness to give those types of opportunities, especially to a younger demographic that we have on our team, is very motivating.”

Jennifer McRae has had a similar experience in her nine years with Kinross. “I started on contract in a very junior role and have been very fortunate in the opportunities that have been afforded to me,” says McRae, senior director HR strategy and executive talent. “When I am looking for my next challenge, the company has been great about opening up new avenues, new portfolios, for me to take on.”

KINROSS EMPLOYEES REVIEWING MATERIALS AT THE 2019 PROSPECTORS & DEVELOPERS ASSOCIATION OF CANADA (PDAC) CONFERENCE Talent management and development is an ongoing focus at Kinross.“Our leaders know the importance of investing in our people,” she adds. “They focus on it as much as they would on any of the other key indicators of our company performance, be it production or cost or safety.”

All levels of employees can take advantage of Kinross University, online advancement courses that are accessible 24 hours

Our leaders know the importance of investing in our people.

– Jennifer McRae Senior Director HR Strategy and Executive Talent

a day. There are executive development and business leader programs, as well as internal mentoring and external coaching.

Employees are encouraged to take on new assignments, both at different sites and in other departments in the organization.

Corporate values are taken seriously at Kinross, and those who embody them most are rewarded. This year there were 4,000 nominations for 12 winning places at the company’s Living Our Values Awards.

Each winner comes from a different one of Kinross’s sites around the world. The final 12 are treated to a trip to Toronto topped off with a gala evening and an award presentation by the CEO. “These are all of our employees recognizing their fellow employees,” says McRae. “That to me is what’s really

outstanding. It’s a pretty big deal to get one of these.”

Hannay was a 2018 winner, recognized for “rigorous financial discipline”— one of Kinross’s corporate values. “It’s really special,” he says. “It’s something that anybody can win. It’s not targeted towards just the manager level and above.”

Inclusion and diversity are also a big focus at Kinross. In a recent day-long event, women from the mining industry got together to discuss some of the barriers they face and how they could be equipped to move forward. And special attention is being paid to getting diverse employees “on the radar of our senior leaders,” McRae says, to help them advance their careers at the company.

“We believe it’s a differentiator for us,” McRae says. “We believe it will give us a competitive advantage as far as increasing access to our talent pools – to just be able to better problem-solve and make us stronger as an organization.” 

227 27 $32,629 562

FULL-TIME STAFF IN CANADA WEEKS MATERNITY LEAVE TOP-UP PAY RAISED FOR CHARITIES IN CANADA LAST YEAR VOLUNTEER HOURS

BY STAFF IN CANADA LAST YEAR

37

( 2020 )

Shaping the future: KPMG is ramping up its digital capabilities

D

avin Gnanapragasam is an enthusiastic guy. He’s enthusiastic about the advancement of technology, he’s enthusiastic about the digital future of KPMG LLP, and he’s enthusiastic about the firm expanding its digital capabilities, including a development team within the Tax practice in Toronto, which is at the centre of both those trends.

“What excites me and everyone in the firm is we're building technologies to really shape the future of tax at KPMG in Canada,” he says. “We have a whole digital team that we're expanding in terms of capabilities, not only for tax in my area, but across all our different service offerings.”

He oversees a team of software developers within the tax practice at KPMG, and has counterparts in areas such as audit and advisory. In recent years, the professional services firm has been ramping up its digital capabilities, taking on many new employees across service lines from developers to data scientists and software engineers.

Sebastian Distefano, regional managing partner in Toronto, says that in bringing in “more STEM-based talent, which our firm didn’t traditionally have,” KPMG in Canada has been able to offer much broader capabilities to clients, such as in-depth data analytics through its Lighthouse team’s capabilities. “We have been on a journey to really think through where our clients are going and where the economy is going, and

DAVIN GNANAPRAGASAM (THIRD FROM LEFT) WITH OTHER KPMG IMPACT AWARD WINNERS AT THE GTA TOWN HALL IN TORONTO then to think about how to better utilize technology in the workplace, embedded with our historical practices of tax, audit and advisory.”

Gnanapragasam’s team is producing software solutions that can, for instance,

We have been on a journey to really think through where our clients are going and where the economy is going, and then to think about how to better utilize technology in the workplace.

Big plans and even bigger career opportunities.

Let’s do this. kpmg.ca/careers

– Sebastian Distefano Regional Managing Partner

help clients complete taxes more quickly and accurately, or spot risks and gaps in their processes. Much of the work employs artificial intelligence and machine learning.

A graduate of the University of Waterloo in computer science, Gnanapragasam is enthusiastic, again, about the environment that the incoming techies find on arrival. And he speaks as one who started at KPMG out of school, left for seven years to work at a start-up, then returned in 2016 to find a very different workplace.

“The landscape had changed,” he says.

“I wouldn’t have come back if I didn’t believe strongly that it was an innovative environment for digital.”

The Toronto headquarters in the Bay

Adelaide Centre, he says, now has much more in the way of open, collaborative spaces, and people can work flexible hours, often virtually, as well as dress for their day.

The overall culture at KPMG, says Gnanapragasam, is “people first.”

Born in Sri Lanka and raised in his early years in Nigeria, where his father worked, Gnanapragasam appreciates KPMG’s commitment to diversity and inclusion.

He’s also very proud of the firm’s involvement in the community, and serves as co-chair of its United Way committee.

Distefano notes that along with major charities, the firm also supports grassroots organizations. Employees can take part in KPMG’s Days of Caring, volunteering time or their professional skills to organizations they are passionate about.

“Giving back, having an impact on the community, is a big part of our DNA,” says Distefano. “It's who we are.” 

7,831

FULL-TIME STAFF IN CANADA

58%

OF EMPLOYEES ARE WOMEN

17

WEEKS MATERNITY LEAVE TOP-UP PAY

550+

CHARITIES & NONPROFITS SUPPORTED LAST YEAR

38

( 2020 )

Everyone feels like an owner when they work at Labatt

W

ithin weeks of his graduation from the University of Toronto, Rohit Zachariah joined Labatt Brewing Company Limited as a global management trainee (GMT), but he didn’t stay long in the city.

The company soon sent him to St. Louis to spend a month with more than 200 of his fellow GMTs from around the world, learning about the North American operations of Labatt’s parent company.

“We learned about some of the business challenges,” says Zachariah, “and the strategic brand innovations that the company develops to meet them.”

The GMTs also had an opportunity to learn first-hand from top executives of the parent company about the way it applies innovative strategies to build market share and strengthen its brands.

For Zachariah, it was a busy four weeks.

“Even during lunch breaks we were talking with people like the chief retail officer and senior vice-presidents.”

When he returned to Toronto, the pace continued. Zachariah hardly had time to unpack before Labatt sent him west to its brewery in Edmonton “to learn how beer is made,” including doing night shifts on the brewery floor.

Labatt’s GMT program is just one of many ways that the company empowers employees like Zachariah and gives them a sense of ownership in the company.

“People want to come here because they can make a difference and because we trust them,” says Oksana Chyuko, Labatt’s

RECENT GRADS LIKE ROHIT ZACHARIAH EXPERIENCE ALL ASPECTS OF LABATT BUSINESS FIRST-HAND vice-president of people, in Toronto. “We give people a sense of purpose.”

Zachariah decided to join Labatt even before he graduated with a BASc in industrial engineering. As part of his undergraduate program, he’d already spent a 15-month professional experience year (PEY) at the company, and he wanted to go back.

“Our PEY programs immerse students fully in life at Labatt,” says Chyuko. Participants work in all departments through-

People want to come here because they can make a difference and because we trust them. We give people a sense of purpose.

– Oksana Chyuko Vice-President of People

out Canada, she adds, including sales, marketing, finance, people, IT, corporate affairs, trade marketing, logistics and supply. “They learn about our culture and are given the same responsibilities as full-time Labatt employees.”

“I got to lead a benchmarking initiative with people from Belgium, Australia and Korea,” says Zachariah. “When the program ended, I had to present a report to the company directors and share our key findings. No one else that I knew in U of T’s PEY program was doing anything like it.”

The experience convinced Zachariah that he wanted to work at Labatt when he finished his undergraduate studies.

“The people culture here made me want to come back,” he says. “I secured my fulltime position before I went back to school.

I’d never felt so motivated.”

Labatt pays close attention to building a diverse, inclusive environment, says Chyuko, who like Zachariah, joined the company as a GMT. As an example, she says, “every senior leader is fully trained in recognizing and eliminating bias in evaluating employee performance. We’ve modified and advanced our review process so it’s clear if bias is present, and we ensure that we have the right data to make unbiased evaluations.”

Chyuko’s first permanent role in the company began more than 13 years ago in Creston, B.C., working on continuous improvement strategies. Since then, she has held increasingly senior positions in sales, finance and people strategies at Labatt offices in B.C., Alberta, New York and Ontario.

“For ambitious individuals, Labatt is incredible at providing opportunities to grow,” she says. “You have the chance to make a difference, and we’re not bureaucratic, so you don’t need permission at 10 different levels to bring an idea to fruition.

“I’m grateful to people who had faith in me,” she adds. “I hope I can do the same for those who follow me.” 

3,500

FULL-TIME STAFF IN CANADA

907

JOBS AVAILABLE LAST YEAR

28,130

JOB APPLICATIONS RECEIVED LAST YEAR

38

YEARS, AVERAGE AGE OF ALL EMPLOYEES

39

( 2020 )

Mattamy Homes builds on innovation and inspiration

T

here’s more than a hint of laughter in Rachel Suh’s voice when she describes how she applied to work at Mattamy Homes: “I sent my resume in by fax! Some of the people I work with now don’t even know what a facsimile machine is.

But that was 17 years ago and it was the technology of the day.”

At the time, Suh was a recent university graduate with a combined degree in economics and business management and a keen interest in marketing. After a job posting in a local newspaper caught her attention, she researched Mattamy and decided the company offered her everything she was looking for in an employer. Several promotions later, the sales and marketing manager for Mattamy’s Greater Toronto West Division says she is still exactly where she wants to be.

“I’ve always been encouraged to stretch myself, improve my knowledge and develop new skills,” says Suh. “No day is ever the same and, for me, this diversity is a big part of what makes working at Mattamy really enjoyable and satisfying.”

Responsible for promoting new projects, Suh plays a key role in overseeing myriad preparations for sales-opening launches of new Mattamy communities. All the challenging, fast-paced work pays off, she says, when she and her co-workers see customers – who may have waited in line for days – purchase their dream home. “It’s a special moment and makes us all feel that everything we do is worthwhile,” she adds.

Launched in 1978, the company has

RACHEL SUH OF MATTAMY HOMES MEETING WITH A COLLEAGUE AT THE MILTON DESIGN STUDIO evolved into North America’s largest privately held home builder. In all, more than 90,000 homeowners live in hundreds of Mattamy communities in Ontario, Alberta, North and South Carolina, Arizona and Florida.

It all began in the Greater Toronto Area and the GTA remains a key market. For

No day is ever the same and, for me, this diversity is a big part of what makes working at Mattamy really enjoyable and satisfying.

– Rachel Suh Sales and Marketing Manager, Greater Toronto West Division

example, it’s currently the only region where Mattamy builds high-rise condos.

And it’s where the company recently rolled out another au courant technology: interactive touch-screen TVs and tablets that replace blueprints and other static displays.

“It’s a more immersive and engaging experience and customers find the whole purchasing process more relaxing,” says Suh. Brad Carr, CEO of Mattamy Homes Canada, says innovation is “embedded into the DNA” of the company. Before founder Peter Gilgan built the first home, he studied design concepts from all over North America. Uninspired by the uniformity he saw, Gilgan determined Mattamy would do things differently and create communi-

ties attuned to homeowners’ diverse and evolving styles of living.

In that spirit, Mattamy has always been on the leading edge of innovation in home- and community-building. The company recently turned its attention to geothermal heating and cooling – or geo-exchange – in which thermal energy from the earth is exchanged with a district energy system to heat and cool buildings.

The goal is to tap into this low-carbon thermal energy district system for the 350 houses Mattamy has planned for a new community near Markham. It will be the first time a Canadian builder uses geo-exchange for an entire subdivision of this size, Carr says.

“We want to be constantly moving forward,” he adds. “That’s exciting not only for our homebuyers, but also for our employees and the thousands of contract professionals and tradespeople we work with every day.

“And when you’re inspired, you’re more likely to succeed.” 

1,375 333

FULL-TIME STAFF IN CANADA JOBS AVAILABLE LAST YEAR

35

YEARS, LONGESTSERVING EMPLOYEE

130

CHARITIES HELPED LAST YEAR

Build dreams.

Experience exciting possibilities.

Belong to an extended family.

THIS IS OUR HOUSE

www.mattamyhomescareers.com

40

( 2020 )

Mazda Canada drives forward with renewed clarity

A

manda Lewis, senior specialist, network development, at Mazda Canada, was one of 10 members of a cross-functional team this year that was given an assignment to develop a new recognition program for company employees.

“Each of us came from a different part of the company,” she says, “with a different level of experience and seniority.”

Given 60 days to complete the project, the team set out to obtain feedback from about 50 people, including the president, David Klan. “We all had our regular jobs to do,” Lewis says, “so if someone got too busy for a while, someone else would step in.”

With 10 days to spare before their deadline, the team completed its assignment and presented the new recognition program to the company’s human resources director.

Teamwork is one of the elements in Mazda Canada’s formula for success.

“There’s an emphasis here on collaboration,” says Lewis. “It’s part of a cultural initiative that breaks down silos and encourages cross-functional work teams.”

Operating in Canada for 50 years, Mazda Canada has addressed the evolving challenges of the automotive industry by continually adjusting and reinventing its culture. With its head office in Richmond Hill, regional offices in Montreal and Vancouver and 164 independently owned, franchised dealers, the company is part of a global organization of distributors, research centres and affiliated companies.

“Five years ago, we set out to clarify who we are and where we’re going,” says

PRESIDENT & CEO OF MAZDA CANADA, DAVID KLAN, SPEAKING AT THE COMPANY'S 50TH ANNIVERSARY Klan, who became Mazda Canada’s president and CEO in March 2019. “Then we made a clear decision to change.”

The change was as dramatic as it was challenging, and it extended beyond the employees of Mazda Canada to include its dealer partners across the country.

The change was well under way by the

There's an emphasis here on collaboration. It's part of a cultural initiative that breaks down silos and encourages cross-functional work teams.

– Amanda Lewis Senior Specialist, Network Development

WITH THE RIGHT PEOPLE BEHIND THE WHEEL, EVERYTHING IS POSSIBLE. Thank you to all our employees for making Mazda one of the GTA’s Top Employers.

time Lewis joined the company. In fact, its forward-thinking culture was one of the reasons that she decided to work there.

As a fourth-year commerce student at Queen’s University in Kingston, Lewis attended a presentation by Mazda Canada’s current senior director, regional operations and sales. “It was great to see a strong female in a leadership position in the automotive industry,” she says.

Impressed by the speaker, with a passion for cars that she’d nurtured growing up in Ottawa and already leasing a Mazda CX-5, Lewis joined the company in 2015, less than a year after she graduated with a bachelor of commerce degree. She found the culture at Mazda Canada even more advanced than she’d expected.

“We’re very diverse, very collaborative,” says Lewis, who oversees sales and service agreements between the company and its dealers. “We’ve challenged the status quo, broken down the silo mentality. Everyone is held accountable to our leadership values.”

From employees to dealers to vendors, Mazda Canada now operates with a clear purpose, says Klan, the company’s first Canadian president since 2006. “It galvanizes, aligns, attracts and retains people.

“There’s clarity of who Mazda is and where we are going,” adds Klan, who joined the company 28 years ago. With an emphasis on culture and leadership at all levels, “we’re an automotive company but also an experiential company.”

Looking out her window at lunchtime, Lewis says the reinvigorated, collaborative culture extends to Mazda Canada’s charitable initiatives.

“Right now, I’m watching a ball hockey tournament in the parking lot,” she says, “organized by our cross-functional charity committee.” 

166 52 3 34%

FULL-TIME STAFF IN CANADA WEEKS, MATERNITY & PARENTAL LEAVE TOP-UP PAY WEEKS, STARTING VACATION ALLOWANCE OF EMPLOYEES ARE WOMEN

41

( 2020 )

Medtronic's meaningful mission inspires employees

A

fter earning an undergraduate degree in chemistry and math, Shishee Dhillon landed a full-time position with one company, and then another – neither related to her education. Then she left her second job, also a permanent position, for a one-year contract with Brampton-based Medtronic Canada ULC. “I had to make a choice,” says Dhillon. “But I’m a risktaker.”

When Medtronic offered her a full-time position as a contract specialist, she was more than happy. As she puts it: “I was dancing in the streets.”

Medtronic was Dhillon’s employer of choice for several reasons. It is a global enterprise that operates in over 160 countries.

It is also one of the world’s largest medical device, services and solutions companies. Its suite of thousands of innovative products includes the world’s first hybrid closed-loop insulin pump system, devices used in the treatment of chronic pain that can help to reduce reliance on opioids, and the world’s smallest pacemaker – a recent innovation. On the services side, Medtronic Integrated Health Solutions has helped several Canadian hospitals reduce wait times, increase capacity and improve patient experience.

Apart from the company’s scale, Dhillon embraced the Medtronic mission, which is: To alleviate pain, restore health and extend life. “I wanted to work for a company that promotes health and healthcare – not just for Canadians but for people around the world,” Dhillon says.

That mission is a driver for many who work at Medtronic, says human resources director Yvonne Farquharson. “Our

SHISHEE DHILLON LEADS A TEAM OF MEDTRONIC EMPLOYEES AT THE TORONTO DRAGON BOAT FESTIVAL employees tell us they feel a really strong connection to our mission,” Farquharson says. “Their work is meaningful because it impacts people’s lives.”

The company recognizes the value of its employees and supports their aspirations through its comprehensive career development program. Besides offering an array of in-house learning and professional development resources, employees are encouraged to identify career goals and to work with

I wanted to work for a company that promotes health and healthcare – not just for Canadians but for people around the world.

– Shishee Dhillon Contract Specialist

managers to attain those goals.

“They have in-depth conversations with their managers about competencies they have, those they want to develop, and how the company will support them,” says Farquharson.

As a healthcare company, Medtronic promotes the health and well-being of its employees in a variety of ways. The menu at the subsidized cafeteria includes wholesome entrees, salads and vegetarian dishes – but no fried foods. Employees can work out at the on-site state of the art gym, or participate in instructor-led yoga classes, cardio exercises, or Pilates routines.

The company-wide Healthier Together initiative allows employee teams in one location to compete in fitness competitions with teams elsewhere around the world by,

for example, using Fitbits, pedometers or Apple watches to count how many steps they take in a day. Scores are then compared online. “We were tracking how far ahead they were in Spain and wondering what they were doing,” says Dhillon. “It was fun and very exciting to see how we fared against our peers.”

Medtronic endeavours to be a good corporate citizen wherever it operates, and Canada is no exception. The philanthropy and social club at the Brampton site has organized food drives and other initiatives to support the less fortunate in the community.

On the social side, the club entered a team in a day of corporate-sponsored dragon boat races at the Toronto waterfront. Dhillon led the effort, which required assembling a team of 20 and practising intermittently for four months prior to race day.

Given its global scope, Medtronic naturally values diversity and inclusion. Its Canadian workforce reflects the diversity of this country’s populace. “We have a very ethnically diverse workforce here,” says Dhillon. “You can learn so much from all the different perspectives and opinions of your colleagues.” 

CAREERS THAT CHANGE LIVES Do meaningful work, make a difference, and improve lives — starting with your own. jobs.medtronic.com

670

FULL-TIME STAFF IN CANADA

55%

OF MANAGERS ARE WOMEN

84+

PATENTS INVOLVING A CANADIAN

128

CHARITIES HELPED LAST YEAR

42

( 2020 )

MPAC puts a high valuation on staff development

K

ailie Pyott’s career morphed from pizza to property. In 2014, she left her part-time job of nine years at a Hamilton pizzeria and began working on contract with the Municipal Property Assessment Corporation (MPAC) after graduating from university. “I heard positive reviews of MPAC from acquaintances who were employed there,” she says.

MPAC is an independent non-profit funded by Ontario’s municipalities. It assesses and classifies all five million properties in Ontario. The assessments are the basis for the property taxes levied by the municipalities.

After a year on contract, Pyott was hired by MPAC as a property inspector, visiting residential and farm properties. In 2017, she was promoted to valuation analyst, focusing on commercial and industrial properties. “It was a learning curve for me,” she says. “There was a lot of training, in-office as well as in the field. It was a great opportunity to expand my skills.”

Pyott is one of 1,700 employees across Ontario (including about 500 in the GTA).

In addition to property valuation and inspection roles, the organization hires for customer relations; municipal, government and business relations; and paralegal, IT and HR positions. MPAC seeks people with a background in real estate appraisal; math and statistics; economics and commerce; geography; urban studies and planning; and finance and accounting.

The organization is a progressive employer in its hiring and promotion. About half of its employees are women, as are

EMPLOYEES AT MPAC COMPLEMENT IN-CLASS LEARNING WITH MENTORING, ACCREDITATION PROGRAMS AND IN-FIELD TRAINING 42 per cent of the executive team. “Our people are passionate about their work,” says president and CAO Nicole McNeill, “and it shows every day in the services we provide to our customers.”

The organization emphasizes professional development. “Our core business is valuation, so we support our valuators in earning and maintaining accreditation for their roles,” says McNeill. MPAC fully

It starts with having the right people working in the right environment – that's how we value Ontario.

– Nicole McNeill President and CAO

reimburses relevant tuition costs, dues and professional development. All of its specialists and management – and more than half of its total valuation personnel – are accredited.

MPAC makes its offices available for accrediting organizations to host courses and it partners with them to write some of the course materials. Pyott is pursuing accreditation by the International Association of Assessing Officers (IAAO). “It allows me to be better at my job. It gives me the book knowledge that complements my skills and on-site experience.”

MPAC encourages employees to contribute in their communities. “We allow every local office and department group to determine what charitable initiative it will

At MPAC, we put people first.

As the largest assessment jurisdiction in North America, the Municipal Property Assessment Corporation (MPAC) is made up of a team of experts who understand local communities and assess every property in Ontario.

People are core to our success and together, we create value.

We are honoured to be named one of Greater Toronto’s Top Employers.

mpac.ca/careers

support,” says McNeill. The organization itself annually sponsors post-secondary scholarships for children of its employees.

As an important part of building stronger communities, the organization integrates sustainability into its operations. It met its goal of having hybrid vehicles account for 50 per cent of its fleet by the end of 2018, reduced its use of paper, and uses green products for cleaning its offices. It ensures its new offices are LEED-compliant in lighting and other environmental criteria.

The organization has also reduced its office space by 30 per cent across the province. “Not only is sustainability the right thing to do,” says McNeill, “it’s also cost-effective.”

At MPAC, investing in people isn’t just about offering training or flexibility. It’s the elements that create a forward-thinking workplace culture, one that challenges employees to redefine what it means to provide public service. “It starts with having the right people working in the right environment – that’s how we value Ontario,” says McNeill. 

1,670 9,000+

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR

27

WEEKS (UP TO), PARENTAL LEAVE TOP-UP PAY

45

YEARS, LONGEST-SERVING EMPLOYEE

43

( 2020 )

Inclusiveness is fundamental at Norton Rose Fulbright

W

hen Danisa Sanchez joined Norton Rose Fulbright Canada as a talent assistant in July 2016, she had experience as a human resources professional with a mid-sized mining company in the Dominican Republic, where she grew up. “But I had a lot to learn,” she says.

With Norton Rose Fulbright, Sanchez had joined a global firm with offices in more than 50 cities. In Canada, the firm has more than 1,600 full-time partners and employees, including lawyers, patent and trademark agents in business law, dispute resolution and litigation, intellectual property, and employment and labour. But learning about different areas of law wasn’t the only challenge.

“There were cultural differences as well,” she says.

At her previous employer, Sanchez adhered to a rigid hierarchy of staff, managers and executives, and she expected to find a similar structure at Norton Rose Fulbright.

But one day, she asked a colleague if she should go directly to a senior partner at the firm to ask her about a project that she was working on.

“My colleague said, ‘You can go to anyone in our office, and they will always talk to you’.”

For Sanchez, Norton Rose Fulbright’s working environment was a welcome change. The firm may be a major player in the global legal world, with Canadian offices in Calgary, Montreal, Ottawa, Quebec City, Toronto and Vancouver, but it’s managed in a way that encourages every individual to excel.

NORTON ROSE FULBRIGHT COLLEAGUES MEETING IN THE CAFE HUB OF THEIR NEW TORONTO OFFICE “A great law firm is made up of more than great lawyers, and we acknowledge and appreciate the efforts of our entire workforce,” says Terence Dobbin, a senior partner in the firm and the managing partner of its Toronto office. “We really pride ourselves on inclusion.”

In fact, the provision of an inclusive working environment is a fundamental aspect of the firm’s vision, Dobbin adds, and a key ingredient to its business success.

My team comes from different backgrounds and different cultures. It makes me feel comfortable.

– Danisa Sanchez Talent Assistant

“Different backgrounds and experiences bring with them a wealth of ideas and approaches,” he says, “and we draw from them to ensure we’re performing at our very best.”

The inclusiveness of Norton Rose Fulbright’s Toronto office also reflects the diversity of the city itself. That was one of the reasons why Sanchez moved to Toronto, she says.

Sanchez already had a bachelor’s degree in business administration and management from the Universidad Autónoma de Santo Domingo when she enrolled in a postgraduate human resources management program at George Brown College.

When she finished her postgraduate program, she began looking for potential employers.

“I thought I might go to work for a bank

Norton Rose Fulbright is proud to be one of Greater Toronto’s Top Employers 2020 Law around the world nortonrosefulbright.com

where my Spanish would be an asset,” she says. “Norton Rose Fulbright was my first interview in English. I didn’t expect to get hired, but I thought it might be good experience for other interviews.”

As it turned out, it was her first and only interview. “Norton Rose Fulbright hired me,” she says.

As a member of the firm’s legal talent team Sanchez supports its efforts to attract and recruit law students who will become future lawyers at the firm.

In the meantime, Sanchez has added to her qualifications as an HR professional. With the firm’s support, she has attended seminars and educational conferences to obtain advanced designations in the field.

Within the firm, Norton Rose Fulbright consolidated all its HR, talent management and development functions, with 15 people on the combined Toronto team.

“My team comes from different backgrounds and different cultures,” Sanchez says. “It makes me feel comfortable. I feel motivated to come to work every day.” 

1,671 328

FULL-TIME EMPLOYEES IN CANADA JOBS AVAILABLE LAST YEAR

65.7%

OF MANAGERS ARE WOMEN

63.6%

OF THE EXECUTIVE TEAM ARE WOMEN

44

( 2020 )

Flexibility leads to real balance at Novo Nordisk

S

even years ago, working mom Christine Priest was in a tough spot. Her second child was born with bilateral hip dysplasia requiring frequent hospital visits and extra help at home. As a new sales representative for Novo Nordisk, a global healthcare company and leader in diabetes care, Priest worked in downtown Toronto — but managing her daughter’s appointments became increasingly difficult.

Priest desperately needed to be closer to family and friends west of Toronto. So she reached out to her employer and explained the situation, hopeful the company would understand she needed to move and that there might be a another job for her nearer her support network. Within a month, Novo Nordisk relocated Priest as a sales rep in her home area.

“I got to keep my job to support my family and to be with my family,” says Priest. “My daughter needed surgery and would be in a body cast for six months, so I also had to take some time off. I was able to openly discuss these things and the company was quite flexible, offering to support me whatever came my way.”

In addition to helping Priest balance work and life demands, the company has encouraged her to move into different roles and grow her career within the business.

She now works in marketing as an obesity and women’s health product manager at head office in Mississauga.

“I have an incredibly healthy working relationship with the company,” says Priest.

“They allow me to be my whole self, the

life-changing careers

THE HEAD OFFICE OF NOVO NORDISK IN MISSISSAUGA

best wife, mother and colleague that I can be. They support me on all levels.”

The company’s philosophy towards employees starts with its Danish founders and the Novo Nordisk Way, guiding principles which define the company’s values and set a clear direction for how it does business,

I have an incredibly healthy working relationship with the company. They allow me to be my whole self, the best wife, mother and colleague that I can be.

– Christine Priest Obesity & Women's Health Product Manager

balancing financial, social and environmental considerations. To ensure the culture stays strong, facilitators from headquarters in Denmark travel the world assessing each unit at least every six years.

“We do lots of things to show our commitment and respect to employees,” says Angie Ng, director of human resources.

“When our employees go through challenges or life events, we work on every level to help them. The flexibility and support we offer employees is exceptional.”

Because people work in such a collaborative way, the company is very focused on developing people as leaders and increasing employee engagement, explains Ng. For example, at the end of quarterly town hall

meetings, one employee shares in a video a personal experience or story about what inspires them to make a difference for patients.

“How employees feel is really important to us,” says Ng. “We don’t look at our employees as just doing a job. We take a holistic process and approach knowing our workplace contributes to life happiness and health.”

Additionally, Novo Nordisk does a lot of work so that employees can have a better understanding of what it’s like to live with diabetes or other chronic conditions such as obesity. As part of the onboarding process, the company encourages all employees to visit a hospital clinic for a day to feel what it’s like being diagnosed with a condition.

“These are the experiences we provide for our employees so that they know their work is meaningful,” says Ng. “They contribute to the business and to the lives of other people. It doesn't matter if you're in HR, the back office or if you're out with customers, we are one team and everybody has a part to play.” 

327

FULL-TIME STAFF IN CANADA

17,350

JOB APPLICATIONS RECEIVED LAST YEAR

59.4%

OF EMPLOYEES ARE WOMEN

38%

OF MANAGERS ARE WOMEN

45

( 2020 )

At Olympus Canada, the focus is on feedback

S

amit Patel’s father has been living with a ureteral disease for some time, and every few months he needs an examination.

When his parents lived in India, which they did until recently, days of bed rest were required to recover from the examination. But since Patel’s parents moved to Toronto, where Patel works for Olympus Canada, his father’s experience is completely different – and the recovery time is a matter of hours.

The reason? It’s the cystoscope used in the examination, which is made by Olympus and one of the medical devices Patel and his team service.

“I’m not a soldier saving my country, but I’m playing a role in saving people’s lives by improving the medical equipment doctors use on a daily basis,” says Patel, supervisor of refurbishment in the Medical System Group. “It’s not ordinary; it’s extraordinary.”

When Patel started with Olympus, he thought he’d be working for a camera company. But he soon discovered that Olympus’s bigger focus is the specialized medical and technical products they produce.

And the connection between his job and his father’s improved health and well-being deeply affected Patel – and reinforced the feeling he had already developed of being part of something important.

It’s also Olympus’s focus on teambuilding and family that motivates employees like Patel every day. In terms of the company culture, “diversity and inclusion are primary goals,” explains Anthony Anderson, executive director of finance

OLYMPUS CANADA EMPLOYEES AT THE 2019 NATIONAL SALES MEETING and information technology services. “To be successful you need people, and to have people you need them to be engaged and happy and have that level of trust with the organization. That’s what creates success.”

Keeping employees engaged, happy and working as a team is the primary goal of Olympus’s social committee, of which Anderson is part. In October Olympus

To be successful you need people, and to have people you need them to be engaged and happy and have that level of trust with the organization.

– Anthony Anderson Executive Director of Finance and Information Technology Service

THIS IS WHO WE ARE. WE ARE OLYMPUS.

marked its 100th anniversary, and all employees and their families were invited to Camp Robin Hood in Markham to celebrate. “Part of our objective on that committee is to provide events that really create a team but also a family environment, so we’re trying to pull families into our culture,” says Anderson, who met his wife at Olympus. “We want to make sure we’re connecting with each other not just from a career perspective but on a personal level as well.”

There is another secret to Olympus Canada’s high retention rate, as it’s part of a global company with more than 30,000 employees worldwide. “There are always employment opportunities in other parts of the business,” says Anderson. “If someone is talented in their role and really wants to

progress and feels those opportunities don’t exist specifically in their realm, they can reach out to other areas.

“It’s not uncommon for people to move into roles in other parts of the company — and even on to roles in other countries as well.” The company provides different training programs for every level of employee, he adds.

Last year, Olympus was committed to reinvigorating the company’s core values. Now, Anderson says, those values are part of the culture, and the focus has shifted to increasing communication and transparency. That is happening through more localized quarterly town hall meetings, which address business growth and opportunity, news from in the field and changes in the markets in Canada.

A new communication team, made up of volunteers, meets to discuss issues around the company. “It’s an opportunity for us to hear what employees are saying and then address them,” he adds. “Engaging with our teams, soliciting feedback both ways and creating that core-value atmosphere – that’s the key to success.” 

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1,901

JOB APPLICATIONS RECEIVED LAST YEAR

35

YEARS, LONGESTSERVING EMPLOYEE

23

CHARITIES HELPED LAST YEAR

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( 2020 )

Going for GRINS at the Ontario Dental Association

W

hen the members of the staff social committee at the Ontario Dental Association (ODA) decided it was time to rename their group, they called it the Guild of Revelry, Invigoration, Nibbles and Social endeavours, or GRINS. Not only is the new title more fun and upbeat, but it also hints at the association’s mission of improving oral health across the province.

“The name is new but the committee has been around for about six years,” says Catherine Solmes, who is co-chair of the committee in addition to her more formal position as project and administration coordinator in the ODA’s communications, public affairs and events department. “There are eight of us on the committee. We put on one event a month – typically it’s around food, which is free, thanks to a budget from HR – and we try to make it fun and appeal to as many people as possible.”

GRINS is an indication of the closeness and familiarity ODA employees feel for each other, says CEO Frank Bevilacqua.

“We’ve been working hard to foster a healthy workplace, and we believe wellness and work culture are connected. As an association we support our people personally as well as professionally.

“For example, our workspace incorporates ergonomic furniture and the democratization of light – the offices are around the perimeter of the building by the windows – and we’ve eliminated siloes within the organization, so everyone knows they can approach and work with anyone else.”

ODA EMPLOYEES TAKE PART IN A WEEKLY YOGA SESSION

Other recent initiatives have included flexible work arrangements, a new staff lounge and multipurpose space with a games room and meditation room, the provision of fresh fruit and vegetables once a week, and financial planning advice for employees. As well, for the past two years, in keeping with the overall commitment to

What I like about working here is the people – they're very skilled and capable, very hardworking – and the atmosphere.

– Catherine Solmes Project & Aministration Co-ordinator

wellness, the ODA’s annual staff development day has focused on mental health and resilience.

Solmes, who has been with the association since 2010, has noticed the difference.

“There has been a positive change recently to focus on people and work-life balance,” she says. “They’re making things work for their people whenever possible.

“This is the longest I’ve ever been at one job,” she adds. “What I like about working here is the people – they’re very skilled and capable, very hard-working – and the atmosphere. I also like knowing you can make your position what you want of it. Skills and career development are encouraged, and the executive team

Being a GTA Top Employer for another year makes us smile. oda.ca

is constantly looking for ways to make things better and improve the workplace.”

In addition to her work with GRINS, Solmes has been involved in revising the association’s employee recognition program. “I’m passionate about making people feel valued and heard, and we felt the old awards program didn’t reflect what the ODA is like today,” she says. “Now we recognize leadership, service, teamwork and impact, and there’s a CEO award.

More people are recognized, and it has made a difference.”

The ODA is also taking a transformational approach to involving its employees in improving the services it provides to its dentist members, says Bevilacqua.

“We put together a broad, cross-departmental team to come up with ideas for new services and enhancements for members,” he says. “We keep everyone informed about what’s going on and I have a conversation with every staff member once a year to get their ideas for improving the workplace and our services to members.” 

58

FULL-TIME STAFF IN CANADA

27

WEEKS, MATERNITY LEAVE TOP-UP PAY

44

YEARS, LONGESTSERVING EMPLOYEE

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OF EMPLOYEES ARE WOMEN

47

( 2020 )

Caring is for everyone at Ontario Shores

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ho takes care of the caregivers?

Wellness is universally important, but Karim Mamdani, president and CEO of Ontario Shores Centre for Mental Health Sciences in Whitby, says it’s particularly critical for caregivers.

“If a caregiver at home is under stress, they don’t do a good job of looking after others,” says Mamdani. “We believe that’s also true for professionals. People who are paid to look after others need to have attention given to their own strength, resiliency and wellness in order to do a good job providing care.”

As an organization that looks after people suffering from complex mental illness, Ontario Shores also provides staff with supports for their mental well-being. Its new two-year psychotherapy pilot program offers free confidential psychotherapy services, either as an internet-based system for employees to seek digital cognitive behavioural therapy, or as extensive psychotherapy through an in-person therapist on-site or at a clinic.

Because many staff work primarily off-site, this approach is inclusive for everyone.

“We’ve talked it up and tried to alert people to it,” Mamdani says. “Often people won’t admit they need help. So the way we’re doing it is not to suggest that any one person needs to get help, but that everyone can benefit from a little TLC. Reaching out is not something the organization sees as a problem or weakness. It’s what we expect.”

The hospital has also offered resiliency training and mindfulness sessions as a way

NUTRITION AND FOOD SERVICES STAFF AT ONTARIO SHORES PROMOTE THEIR 'EAT WELL, LIVE WELL' PROGRAM for staff to benefit from just having quiet time for themselves.

“I also meditate to keep my own resiliency and wellness,” says Mamdani. “The things that I rely on and try to communicate to staff are activities that are unique to us as individuals. What strengthens you as an individual?”

Reaching out is not something the organization sees as a problem or weakness. It's what we expect.

– Karim Mamdani President and CEO

Additionally, Ontario Shores offers a range of wellness benefits such as walking clubs, fitness classes and an on-site gym.

To organize it all for staff, Kaelen O'Rahilly, a recruiter in Human Resources with a background in workplace wellness, helped develop a Wheel of Well-being with nine domains, including physical, social, spiritual and financial health. People can access information on the programs anytime through the hospital’s intranet.

“One of my roles is research on whether people are interested in the initiatives we’re running,” says O’Rahilly. “So I visit the units on a monthly basis and pop in at their team huddles, asking what they like so far and what they’d like to see at the

ontarioshores.ca/100

hospital. We want to make sure staff are enjoying what we offer and being heard.”

The hospital’s new Eat Well, Live Well program has been a top hit this year. Each day, the cafeteria features healthy options such as salads, snacks, sandwiches, smoothies or entrees that are labelled so that people can quickly identify items that are part of the program. To start it off, senior management gifted staff with a card for 10 free meals.

Besides the Eat Well, Live Well choices, all the cafeteria food is made fresh in-house by the hospital’s nutrition and food services team. The cost is very affordable and menus are posted on the intranet every day as well as for the week ahead.

“That helps people plan, especially if you’re on shift work and maybe switching from days to nights,” says O’Rahilly. “We want to be sure staff are eating as nutritiously as possible and that we’re tailoring the choices to them.

We need people to be at their best in order to provide the best care and to make sure they’re putting themselves first for the most part.” 

912 15,080 3 40%

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR WEEKS, STARTING VACATION ALLOWANCE OF EXECUTIVE TEAM ARE WOMEN

48

( 2020 )

Employee success keeps people at Panasonic Canada

O

ne hundred and one years ago, Panasonic Corp. was founded in Japan and run by three people out of three rooms of a two-storey house. Almost half a century later, in 1967, Panasonic Canada started operations in Mississauga with seven employees. “We’ve been in Canada now for over 50 years, and that’s hard to say in the tech industry – to have a relevant company for that many years and still growing,” says Panasonic Canada CEO Michael Moskowitz, Behind that longevity is a culture that is rooted in the guiding principles of its founder a century ago. “If you look at our culture, it’s based on our business philosophy,” Moskowitz explains, “our contribution to society, fairness and honesty, cooperation and team spirit, courtesy and humility, untiring effort for improvement, adaptability and gratitude. It’s a pretty incredible culture that we have.”

That culture also partially explains why a quarter of its employees have been with the Canadian arm of the multinational electronics company for more than 20 years. Stacey Featherstone started as an administrative assistant (“It was still called a secretary at the time,” she laughs) at Panasonic Canada 27 years ago. Since then she has held six different positions and is now group sales manager for ventilation and housing products.

“I’ve worked extremely hard for the company but at the same time I’ve been rewarded and recognized for that hard work

“

PANASONIC CANADA CELEBRATES INTERNATIONAL WOMEN'S DAY

and been able to move up,” she says.

Panasonic balances those tenured employees with newer generations, Featherstone adds. “You have to have that balance in order to grow. You’ve got the

I've worked extremly hard for the company but at the same time I've been rewarded and recognized for that hard work and been able to move up.

– Stacey Featherstone Group Sales Manager for Ventilation and Housing Products

experienced staff that know the industry and know their products really well,” she says, “and then you need that younger generation to keep us in the loop. So it’s a good combination and collaboration that’s happening.”

Aside from contributing to society with its products, Panasonic Canada is deeply committed to its corporate social responsibility. Featherstone is one of the co-chairs of Panasonic Gives, a committee that develops initiatives for the company’s staff to give back to the community. Together with Habitat for Humanity, for instance, employees have worked on two revitalization projects: in 2018, 130 employees painted and did minor repairs on a seniors’ living centre; this year, a group worked on

We will pool our abilities to accomplish our shared goals. No matter how talented we are as individuals, without cooperation and team spirit we will be a company in name only.

”

Konosuke Matsushita Panasonic founder

building fences and mulching a play area at a co-op.

“It was such an incredible experience for everybody,” says Featherstone. “Not just because we were giving back but also for us to work with one another. It was really rewarding.”

Employees join together on smaller initiatives through the year, as well. Recently, 50 of them planted trees for Mississauga. “Everybody feels good about what they’ve done,” adds Moskowitz. “People want to be able to contribute back.”

But it’s good for the company too, he says. While individuals are supported in their own charitable work, Moskowitz explains, it’s important to get the entire company motivated and engaged in particular activities.

“It leads to teamwork and integration, and that ultimately helps with the operations of the business,” he says. “It comes full circle. We talk about this all the time.

This is something that’s ingrained in our culture.” 

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FULL-TIME STAFF IN CANADA

17

WEEKS, MATERNITY LEAVE TOP-UP

38

YEARS, LONGESTSERVING EMPLOYEE

40%

OF EXECUTIVE TEAM ARE WOMEN

49

( 2020 )

Penguin Random House Canada puts people first

“

Abdi Omer felt a little intimidated coming into Penguin Random House Canada with “zero publishing background”, but within two years the 27-yearold was promoted to publicist. He works primarily on cookbooks, memoirs, self-improvement and lifestyle books as well as some non-fiction titles on race and marginalized people.

“Everyone who works here is just so passionate and so kind and helpful,” says Omer. “We’re like a bunch of nerds who truly, truly love books. It’s been great to work on so many different titles and meet so many fantastic authors.”

What he’s found most useful is getting lots of feedback on his work, something he felt was missing in his previous job as a theatre publicist.

“People here will tell you when you’re doing great, and people need to hear that in order to succeed and work effectively,” says Omer. “They need to feel like what they’re doing is impactful. In the same vein, my manager lets me know when something could have been better and how it could have been better.”

The organization’s HR team has a formalized program giving everyone access to a growth and development conversation about where they’ll be in six months and committing help to get them there. For Omer, that meant having opportunities to carry out projects on his own, being paired up with another publicist and participating in important sales meetings and conferences. Last year, he was the co-publicist on Leonard Cohen’s book, The Flame.

CANADIAN CEO KRISTIN COCHRANE (FIFTH FROM RIGHT) AND STAFF CELEBRATE THE SUCCESS OF A NEW BEST-SELLER DURING A VISIT BY PENGUIN RANDOM HOUSE CEO MARKUS DOHLE (FAR RIGHT) As a millennial and a first-generation Canadian whose family is from Somalia, Omer also appreciates being given time off in order to volunteer and give back to the community. That speaks volumes to him about the company’s values.

“I never want to work somewhere that’s very linear and doesn’t care about

Success with our books and the authors we work with will come most when everyone who works here is in their happiest place and feels cared for.

–Kristin Cochrane CEO

what’s going on in the world around us,” says Omer. “Especially as someone who’s coming from a background where I wasn’t as fortunate as other people, I recognize the importance of what community initiatives can do. It means a lot to me.”

Appointed as CEO in 2018, Kristin Cochrane says she approached her leadership by putting employees at the centre of her decision-making as she reshapes the work culture. And with the company’s millennial population at nearly 50 per cent, Cochrane says it is really trying to address “what they want from us” as an employer.

“I think what’s changing is how we look at and measure our success,” says Cochrane. “My belief is that success with

Changing the world, one book at a time.

Discover why we’re one of the GTA’s Top Employers: penguinrandomhouse.ca/top-employer

our books and the authors we work with will come most when everyone who works here is in their happiest place and feels cared for.

“So we’ve increased benefits such as mental health coverage and an educational assistance benefit to give people more educational opportunities to pursue interests outside of office life. We’re also helping employees with student debt by offering student loan assistance.”

While she recognizes there’s a greater expectation that a company’s social impact work be front and centre, that’s something she says the company has always taken seriously, recently increasing support in priority areas such as Indigenous writing and literature.

“There’s a lot already in the DNA of the company that appeals to a millennial employee,” says Cochrane. “We get to impact the world through the books we publish. On any given day, you might run into a Booker Prize-winning author in the hallway and have a conversation. Just the variety of it is unmatched in any other industry.” 

236 3

FULL-TIME STAFF IN CANADA WEEKS, STARTING VACATION ALLOWANCE

50%

OF EXECUTIVE TEAM ARE WOMEN

500

STAFF VOLUNTEER HOURS LAST YEAR

50

( 2020 )

Doing ‘cool stuff with cool people’ at Questrade

C

all him the prodigal geek: It took leaving Questrade for Ernani Cecon to realize just how much he loves it. The director, enterprise architecture, for the rapidly growing online brokerage firm initially joined the company in 2008, soon after he and his wife immigrated to Canada from Brazil. But eight years and four promotions later, he succumbed to the lure of one of Canada’s Big Five banks.

It was a chance to take a leading role in developing the bank’s technology, and Cecon couldn’t resist. Two years later, he was back at Questrade. As luck would have it, the firm was looking for a leader to help take its technology to the next level.

They welcomed him back with open arms. And Cecon returned with a whole new appreciation for the company’s special culture.

“The biggest thing I noticed when I came back was how the number of people who care in this company is ridiculously high,” he observes. “At the bank, people get tired or complacent, or they get in their comfort zone. That never happens here.”

Questrade’s overriding mission is to help customers become more successful and secure financially.

“You see people here living and breathing that every day,” says Cecon. “To me, working with people who actually care and are not just in a 9 to 5 job – that alone is the biggest benefit.”

And it’s a big reason why Questrade has won accolades over the years as Canada’s best online brokerage, along with many

QUESTRADE EMPLOYEES VOLUNTEERING AT THE 'AFTER THE BELL' PACKING EVENT WITH FOOD BANKS CANADA awards for superior customer service.

Honouring customers begins with valuing employees and their unique talents and diversity, says chief information officer Christine Day. “We try to demonstrate the value of caring in how we deliver our services to our customers,” she says, “and in how we support the community and how we care about our people.”

That care comes in many forms,

To me, working with people who actually care and are not just in a 9 to 5 job – that alone is the biggest benefit.

– Ernani Cecon Director, Enterprise Architecture

including benefits like RRSP matching, subsidized gym memberships, education assistance up to $5,000 a year, maternity leave top-up payments, and incentive bonuses linked to business performance.

To encourage community involvement, Questrade provides employees with one paid day per year to volunteer for a charity of their choice. It also organizes numerous charity team events that align with its mission to improve the financial security and success of Canadians.

“One of the things we offer that makes us unique is to actually have a mission and purpose that people can relate to,” says Day. “We recognize that financial insecurity does exist, and we feel our efforts can deliver a meaningful impact on the lives of

people we care about.”

Because Questrade is competing toe to toe with Canada’s largest financial institutions, the company’s culture is also permeated with “a strong challenger spirit,” she explains. That’s why it looks for employees who are committed to continuous learning, and who are curious, optimistic and naturally entrepreneurial.

A healthy sense of humour helps, too. “While we believe in the work we’re doing and we take our responsibilities very seriously,” says Day, “we try not to take ourselves too seriously.”

Cecon says it’s the kind of culture that keeps employees returning day after day with renewed enthusiasm – especially if they’ve come back from other companies. There are several at Questrade just like him, he notes.

“It’s better the second time around,” he says, “because you know what it’s like elsewhere. Here, you get to do cool stuff with cool people. It’s a difficult mix to find elsewhere.” 

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FULL-TIME STAFF IN CANADA

44%

OF EXECUTIVE TEAM ARE WOMEN

350,000

MEALS DONATED LAST YEAR TO FOOD BANKS CANADA

16

WEEKS MATERNITY LEAVE TOP-UP PAY

51

( 2020 )

R.V. Anderson engineers an ownership culture

A

ppana Lok is immersed – at least figuratively – in water treatment plants. When a facility needs to be upgraded, she works on the specifications and layout design to ensure that the equipment to be installed by the contractor performs to the desired quality.

Lok, 28, is a process designer and engineer in training at the consulting engineering firm R.V. Anderson Associates Limited (RVA). “The most rewarding part of my job,” she says, “is working on a project’s design for many months, then seeing it actually being built and visiting the facility when it is in use. Seeing it produce quality water for the community is especially satisfying.”

She was hired by RVA in March 2017 and is completing the four years of work experience required for accreditation as a professional engineer in Ontario. (She has already fulfilled the academic requirements, having earned an MASc in civil engineering at the University of Toronto.)

Lok is one of 312 RVA employees, about 200 of whom are located in the GTA. The organization comprises environmental and infrastructure specialists for water, wastewater, transportation and urban development.

The firm created 12 new positions in the past year, as it grows and diversifies its business sectors. The majority of new hires have been professional engineers, mostly in the civil field, but they have also included planners, three-dimensional modellers and proposal writers.

“RVA is an employee-owned firm and

R.V ANDERSON ASSOCIATES LIMITED FOCUSES ON MENTORING AS A KEY PART OF THE COMPANY'S PROFESSIONAL DEVELOPMENT PROGRAM prides itself on its culture of ownership,” says president and CEO Shawn Scott. “We look for people who want to take ownership of their work and of their company, because we believe that when people take ownership, they achieve great results.”

Four years ago, as part of its strategic planning exercise, the firm asked, “What are the things that we need to do to become a great place to work?” RVA has

We look for people who want to take ownership of their work and of their company, because we believe that when people take ownership, they achieve great results.

– Shawn Scott CEO

since introduced a range of new or improved employee benefits. These included an extra week of vacation at all levels, optional extended health coverage, a top-up of maternity leave income, sponsored gym memberships and flexible work schedules.

“RVA is also encouraging more employee engagement within the company,” says Scott. “We now celebrate the last Friday of the month, serving healthy snacks. We bring our new employees together every quarter in our Toronto office and introduce them. We also present RVA jackets to employees when they receive their accreditation and when they complete 30 years with the firm.”

For professional development, staff are sent to two or three conferences or workshops annually. Lok says she was fortunate

Join an engineering firm that is focused on your career growth.

to attend the American Water Works Association annual conference in Las Vegas in 2018. “It was good to meet people working in my profession from all over the continent,” she says.

RVA recently launched an internet portal to improve communication across the firm. “We are breaking down branch/head office silos and making the company more inclusive,” says Scott.

He conducts an annual town hall meeting, for which employees can submit questions or comments anonymously in advance. “It’s not just upper management giving feedback to staff but staff giving feedback to upper management, too,” says Lok. RVA sponsors an employee soccer team in a recreational league, paying for registration, jerseys and equipment. “It’s been a huge hit in our office,” says Lok, who is team captain. Players include different levels of employees, from summer students to a vice-president.

“Sometimes we go out for dinner after the weekly game, so it's been a great bonding experience,” she says. 

310

FULL-TIME STAFF IN CANADA

42

YEARS, LONGESTSERVING EMPLOYEE

60

CHARITIES HELPED LAST YEAR

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STAFF VOLUNTEER HOURS LAST YEAR

Start your Journey

52

( 2020 )

Pride and passion drive Rogers Communications

E

rich Deetlefs says he was ecstatic when a friend invited him to apply to work in cyber security at Rogers Communications.

“Rogers is well known across the country as a Canadian communications and media company, but it’s so much more than just cellphones and cable TV,” says Deetlefs.

With more than 10.7 million customers, Rogers operates in the fields of wireless communications, cable television, telephone service and internet connectivity, with additional telecommunications and mass media assets. In many communities, as Deetlefs points out, Rogers provides emergency 911 services and other critical infrastructure.

As one of the company’s senior cyber security specialists, Deetlefs says he and his team “are not just protecting the assets of the company, we’re also protecting my parents and friends who are Rogers customers.”

Growing up in the GTA, where his parents settled after moving to Canada from Namibia, Deetlefs graduated from York University with a BSc in computer science and took post-graduate courses at Georgian College in Barrie, Ont., in computer and information systems security. By the time he joined Rogers in 2014, the company was in the midst of a major cultural transformation, with their people at the very core of it.

“Our people are at the heart of our

ROGERS EMPLOYEES TAKE A BREAK IN AN EMPLOYEE LOUNGE AT THE COMPANY'S HEAD OFFICE IN DOWNTOWN TORONTO success,” says Nancy Nazer, senior vice president of organization development.

“We want every one of our employees to feel like, with us, they can have the career they’ve always wanted. We are growing our cyber security and digital teams, along

It's incredibly exciting.

There aren't many jobs where you look forward to something different every day.

– Erich Deetlefs Senior Cyber Security Specialist

with many others, so it’s important that every team member knows he or she has the opportunity to grow, develop and take part in meaningful work every day.”

Deetlefs fit into the Rogers culture from his first day on the job. Since then, he has advanced into a senior role as he and his team design, install and monitor technology to minimize and eliminate the company’s vulnerability to ill-intentioned intruders.

“We work nine to five, but it’s really a 24/7 job every day of the year,” Deetlefs says. “After all, if you’re a bad guy, you’re not going to try and break in when everyone’s at work. You’ll wait till a holiday

when everyone’s at home having dinner.”

At Rogers Communications, growth and development is the number one driver of employee engagement. As a result, the company invests in programs, including coaching, mentorship, and training, to help teams explore their strengths and passions and shape their career.

“There’s an incredible sense of passion on our teams – a passion to grow, a passion to better serve our customers and a passion to make a difference,” says Nazer.

Deetlefs agrees. “I feel passionate about what I do,” he says, “and I’m proud of the people on our team. They don’t just wait to see where an issue goes, they own the issue.”

As for the future, Deetlefs says he hasn’t lost his enthusiasm for his role as a cyber security specialist.

“I love the challenge,” he says. “It’s incredibly exciting. There aren’t many jobs where you look forward to something different every day.” 

26,000

STAFF IN CANADA

7,806

JOBS AVAILABLE LAST YEAR

38

YEARS, AVERAGE AGE OF ALL EMPLOYEES

46

YEARS, LONGESTSERVING EMPLOYEE

Together, we make more possible.

See why we’re one of Greater Toronto’s Top Employers at jobs.rogers.com

53

( 2020 )

Moving forward by giving back at RBC

S

ince joining RBC in 2016, Noah Aiken-Klar has participated in the Toronto RBC Race for Kids every year. He always has lots of company. The most recent event, for instance, had 9,000 participants, two-thirds of them RBC employees and their friends and family.

It’s unknown, however, how many others also had a birthday on race day 2019. “I can’t think of a better way to celebrate than getting out there and running 5K with a few thousand of my best friends and raising funds for a worthy cause,” says Aiken-Klar, director, youth social impact.

Since the Toronto race’s inception in 2013, 49,000 total participants have raised more than $14 million for the Family Navigation Project at Sunnybrook Health Sciences Centre.

The non-profit program assists those aged 13 to 26 with mental health and/ or addiction issues and their families in navigating the healthcare system. To date, the project has helped more than 3,000 youth living in the Greater Toronto Area access appropriate care in a timely manner.

The opportunity to give back by running, raising funds, donating or helping out in other ways attracts RBC employees from entry level to the senior leadership.

And not only in Toronto. Troy Maxwell, chief operating officer of RBC Capital Markets, says there are 17 races held worldwide in cities as diverse as Sydney, London and Kuala Lampur. Montreal will join in 2020.

Since the first RBC Race for Kids in New York City in 2009, more than 240,000 participants have raised over $54 million for children’s charities around

PARTICIPANTS GET STARTED AT THE 2019 RBC RACE FOR THE KIDS IN TORONTO the world. “When we engage with our people on the issues and causes that matter to them outside of the office, we see engagement at work,” says Maxwell.

RBC further facilitates employee giving with its online donations platform, myCommunity, where RBCers can make donations throughout the year, find their tax receipts and access other relevant volunteering and giving information. RBC

When we engage with our people on the issues and causes that matter to them outside of the office, we see engagement at work.

– Troy Maxwell Chief Operating Officer, RBC Capital Markets

also encourages employees to become engaged in the communities where they live and work in ways that matter to them.

As a corporate citizen, RBC has donated more than $1 billion throughout its 150year history across 37 countries.

“It all goes back to our purpose – to help our clients thrive and our communities prosper,” says Maxwell.

As Aiken-Klar sees it, having a purpose beyond the bottom line is a crucial component of employee engagement.

His background includes a law degree, advocating for social justice, and practical work experience in the not-for-profit sector. Then RBC offered him what he describes as a “very rare opportunity” to help develop and implement a strategy that can move the needle on an issue that

matters to so many Canadians – empowering young people for the jobs of tomorrow.

RBC is one of Canada’s largest corporate donors with a long tradition of philanthropy. In 2017, it decided to focus its primary approach (in addition to Arts and Environment) on helping young people prepare for the unprecedented economic and technological changes taking place in the world today.

Aiken-Klar now manages the donations strategy for RBC Future Launch, a 10-year, $500-million program that addresses four key areas.

They encompass a comprehensive approach to helping young people access meaningful employment through practical work experience, skills development opportunities, networking solutions, and mental well-being supports and services.

“When a leading employer vows to move the dial on an issue and backs that up with significant monetary and other resources, that’s not just about creating an image,” says Aiken-Klar. “That’s truly a purpose-driven organization.” 

56,535

FULL-TIME STAFF IN CANADA

$1B

DONATED IN RBC'S 150-YEAR HISTORY

$54M

RAISED GLOBALLY TO DATE IN RBC RACE FOR THE KIDS

240K

PARTICIPANTS GLOBALLY TO DATE IN RBC RACE FOR THE KIDS

We're honoured to be named one of Greater Toronto's Top Employers.

At RBC, we bring our company and our networks together to tackle the big issues of today and tomorrow.

Imagine what comes next at jobs.rbc.com

54

( 2020 )

Creativity is causing a buzz at Seneca

I

f you visit the new Centre for Innovation, Technology and Entrepreneurship (CITE) at the Newnham Campus of Seneca College in Toronto, you might be surprised to catch a glimpse of the northern lights. Visible from outside the building at night, it’s a stunning art installation in the student lounge, one of many Indigenous elements displayed throughout CITE as part of Seneca’s commitment to reflect Indigenous culture and history.

“It’s magical,” says Shivani Naidoo, an event coordinator with Seneca Events. “When you look up, these beautiful wavy columns capture the light and mimic the aurora borealis.

But for me the centerpiece, the meeting point of the building, is the Circle of Indigenous Knowledge, a beautiful terrazzo medallion featuring the symbols and culture of Indigenous peoples.”

While the art at CITE has an Indigenous element, it's always tied to a theme about technology and innovation as well.

As a Senecan for the past decade, first as a student and then as staff, Naidoo feels a close connection to Seneca’s Indigenous community after attending many events hosted by First Peoples@Seneca.

“There’s a two-sided story on each of the pieces of art that brings those two sides together, the Indigenous with the modern innovation and technology that's on campus,” says Naidoo. “Another of the building’s highlights is that it’s environmentally sustainable with LEED Gold certification, which is so difficult to achieve, surrounded by a natural growth of plants indigenous to the area and pollinated by bees from our hives. I feel really proud that we're leading the charge in terms of our environment.”

SENECA EMPLOYEES SHIVANI NAIDOO, EVENT CO-ORDINATOR, AND CHRIS DUDLEY, DIRECTOR OF ENTREPRENEURSHIP, IN THE NEW CENTRE FOR INNOVATION, TECHNOLOGY AND ENTREPRENEURSHIP (CITE) She feels CITE has increased the already strong sense of engagement and pride for all employees, from faculty to office staff. The diverse workforce reflects the diversity of the local and global student population, something Naidoo believes enriches the sense of community at Seneca and contributes to a world view.

Since CITE opened in the fall, the $100-million project has quickly become a hub for applied research and commercializa-

I feel really proud that we're leading the charge in terms of our environment.

– Shivani Naidoo Event Coordinator

tion, specialized training, and student and business-led entrepreneurial activities all under one roof. It’s also home to Seneca’s incubator HELIX, dedicated to developing the entrepreneurial mindset by offering knowledge, mentorship and workspace for students as well as opening it to the public.

The building is designed with different areas to develop innovation, such as the Robotics Lab and Ontario’s first Mechatronics Simulation and Demonstration Centre.

“It all comes together in a seamless way so that students can engage and learn in cross-disciplinary ways, not just with businesses but with people from all areas,” says Chris Dudley, director of entrepreneurship. “We’ve got this incredible collision between many different types of students,

alumni and community, all coming in to develop that entrepreneurial mindset. Students are supremely well prepared for the jobs of today but more importantly for the jobs of tomorrow.”

That leads naturally to two different outcomes, explains Dudley. One could be entrepreneurship, but the other could be students who want to be better employees by keeping their companies current and innovating from within.

“We provide those students with tools to continue to grow and develop and have an effect on creative innovation in that workplace, wherever that workplace may be,” says Dudley.

Seneca is also on the leading edge in its own workplace. In addition to a competitive salary, Seneca offers a wide range of benefits to promote health, work-life balance, financial security and career growth. Full-time employees receive three to eight weeks vacation (depending on employment type) and all employees have access to a broad range of personal, career and professional development opportunities including workshops, curated learning plans, events and health and wellness programs. 

1,589 93% $20,000

60%

Inspiring future generations for greatness. Challenge accepted.

Our people are committed to innovation, community and diversity.

Celebrating 11 years.

#SenecaProud

FULL-TIME STAFF IN CANADA PARENTAL LEAVE TOPUP FOR 52 WEEKS TUITION (UP TO) ASSISTANCE TO EMPLOYEES OF MANAGERS ARE FEMALE

55

( 2020 )

Slalom empowers high-performing employee teams

F

or Nilou Sharifi-Babaki, working at Slalom is like being on a sports team where players navigate their own careers and managers are empowering coaches who encourage them to play with creativity – after huddling with their teammates, of course.

“Slalom creates an environment where we work together collaboratively and help each other out – it’s not a one-person show. We do it with a full team that always supports each other,” says Sharifi-Babaki, a senior software developer.

Sharifi-Babaki works in Slalom’s Toronto offices, which has grown from three to over 400 employees in four years. A modern technology and consulting company, Slalom helps solve their clients’ business challenges by bringing the right mix of strategy, technology and business transformation backed by 7,000+ experts globally.

The company’s amazing organic growth in Canada and expanding client base means employees like Sharifi-Babaki are constantly being given new challenges and advancing their craft. She thrives on the variety.

“I love working at Slalom because I get to work on many different projects and many different platforms like Google, AWS and Microsoft and solve the client’s challenges to drive business transformation,” says Sharifi-Babaki.

Training and education are key components of the Slalom employee support system. So are health and wellness benefits, including dental and vision, four weeks starting vacation allowance and a modern, welcoming workspace. Employees are also encouraged to think of their long-term futures, meeting with the people manager regularly.

SLALOM'S EMPLOYEES VOLUNTEERING WITH THE DAILY BREAD FOOD BANK “Recently I met with my people manager and told him I want to start a new initiative. He said ‘The sky’s the limit – you can do this and have our support.’ It’s exciting to be part of that kind of culture,” says Sharifi-Babaki.

“Building on principles like teamwork, trust and humility are critical to creating an atmosphere where employees feel safe, supported and empowered,” says Anthony Gerkis, managing director.

“Our culture is founded on trust and rooted in a certain intimacy and empathy

At Slalom we want our people to love their work, their future and their life.

– Anthony Gerkis Managing Director

that not only makes it fun for the employees, but creates the kind of environment that allows us to create high-performing teams, which delivers great results for our clients,” says Gerkis.

“As a result, Slalom has created a positive environment for our people because they want to be doing great work to advance their craft and their career and have an impact that is meaningful.”

Slalom engages its employees by helping them learn and grow through real experience. The variety of challenges means employees grow to be versatile and adaptable athletes who can navigate complexity with focus.

Both meaningful project work and inclusive social activities help create a sense of family and community. The company encourages, supports and empowers

employees to look for opportunities to drive team and company engagement.

For instance, a Friday afternoon kitchen discussion on South American phrases gave birth to the Spanish Club, which spawned a French Club. There’s also the Salad Club, inspired by lunch-time discussions about healthy diets.

“What makes Slalom’s culture special is that our social activities are driven by the employees, for the employees. It is very organic and fosters an energy and passion for our workplace,” says Gerkis.

He says Slalom provides the resources and structure for any employee-led activity. The company encourages employees to bring their ideas forward and discuss how they help amplify Slalom’s sense of community.

“At Slalom we want our people to love their work, their future and their life. We want them to feel supported and empowered to build and shape a better future for themselves, the clients they work with and for Slalom,” says Gerkis.

“It makes for a great work experience where people enjoy their work and being with the people they work with, because our business is the ultimate team sport.” 

412

FULL-TIME STAFF IN CANADA

4

WEEKS, STARTING VACATION ALLOWANCE

43%

FEMALE CANADIAN EXECUTIVE LEADERSHIP TEAM

34

YEARS, AVERAGE AGE OF ALL EMPLOYEES

56

( 2020 )

Everyone at Spin Master gets into the magic of toys

D

uring his very first week on the job at Torontoheadquartered, global toy company Spin Master, Paul Viggiano pitched an idea for a new toy, even though he was in an entry-level marketing position. And to his astonishment, he got the go-head to make a prototype to see if his idea was viable.

“They listened to me, they saw that there could be potential and they gave me the empowerment to go forward,” says Viggiano, who now – two years later – holds the role of global brand manager for remote-control toys.

“Spin Master is definitely a place where everyone has a voice.

“What makes us so unique, not just in the toy industry but across all companies in Toronto or Canada or in the world, is how innovative Spin Master is, and that’s really because they’re listening to their employees.”

While Viggiano’s idea didn’t pan out, he notes that most of the toys launched for the 2019 holiday season and planned for 2020 were conceived by Spin Master employees.

And everybody feels they’re part of that creative process. “Obviously, we do have the top-down roles,” he says, “but everyone gets the same level of respect when they talk. Employees work collaboratively and are open to feedback – there’s an opendoor policy.”

Or, as Sascha King, senior manager of talent acquisition, puts it, “We do a really good job of creating an atmosphere that makes everyone feel they’re part of that magic, even if you’re not in a role directly

EMPLOYEES OF SPIN MASTER AT THE COMPANY'S TORONTO HEAD OFFICE tied to product.”

Spin Master employees can take pride in the fact that many of their 25-yearold company’s products are critical and commercial successes. Since 2002, the firm has received 92 Toy Industry Association nominations for Toy of the Year awards, winning 28 times – more than any other toy manufacturer.

We're a very results-driven company and we create really strong products, marketleading products. There's a lot of excitement and satisfaction around that.

– Sascha King Senior Manager of Talent Acquisition

Innovate.

Big plans and even bigger career opportunities.

“It’s hard to not feel great when you see the product that we worked so hard on be number one on the children’s-approved list on Walmart or Target and flying off the shelves,” observes King. “We’re a very results-driven company and we create really strong products, market-leading products.

There’s a lot of excitement and satisfaction around that.”

Viggiano definitely shares that excitement, but he also appreciates the fact that at Spin Master, “You get to be who you are. There’s no dress code,” he says.

“Sometimes I’ll come in with my Polo and dress pant and the person next to me could be rocking a heavy metal T-shirt with skulls on it and a backwards hat.

“And there are flexible work hours. I usually don’t make it to the office until

Create.

about 9.30 a.m., and I can sometimes take a Friday off. We have summer hours where we take Friday afternoons off, so there’s a great balance of personal and work life here.”

Spin Master staff are also galvanized by the company’s charitable activities. Every year, its Toy Movement initiative sends a staff member into a troubled or impoverished area of the world, from Syria to northern Canada to Uganda to Iraq, where they distribute toys to children who have none.

There’s also a program through which employees volunteer their time to read to children at Toronto’s Hospital for Sick Children. And the firm hosts an annual winter holiday event called Caring and Sharing, where underprivileged local children get to attend a party and choose a free toy for themselves and one for a friend.

All staff members attend that celebration.

“It’s so moving to see their faces light up when they get to play with our toys,” says Viggiano, “and to know they can take one home with them.” 

565

FULL-TIME STAFF IN CANADA

37

YEARS, AVERAGE OF ALL EMPLOYEES

55.1%

OF EMPLOYEES ARE WOMEN

5,000

STAFF VOLUNTEER HOURS LAST YEAR

Entertain.

Let’s do Make lifethis. more

FUN!

kpmg.ca/careers

www.spinmastercareers.com

@spincareers

Spin Master

57

( 2020 )

TD Bank has made a Ready Commitment to employees

W

hen Naki Osutei joined the global corporate citizenship department of TD Bank in May 2017, her new colleagues had just started re-examining the bank’s approach to community engagement.

“TD has always had a strong reputation as a corporate citizen, but consumer and employee expectations are changing so we had to take a look at how we were doing it,” says Osutei, who is now associate vice president, social impact Canada.

“This is a period of immense change,” she explains. “Change can be positive but people can also feel left behind. We asked ourselves what we could do as an organization to help people feel more included.”

The answer was The Ready Commitment, a far-reaching corporate citizenship platform designed to foster a more inclusive, sustainable future for TD’s employees, customers and communities across North America. It supports opportunities in four areas that help people feel more confident about their future: better health, financial security, connected communities and a more vibrant planet.

When the initiative was launched in 2018, the response from TD employees was immediate and enthusiastic. Now the bank is building on that excitement by enabling people to participate more fully through The Ready Commitment Network, an online platform and community where employees can get involved while also developing their personal and professional experience and skills. The network focuses on five approaches to employee engage-

TD EMPLOYEES ENGAGING IN A COMMUNITY LEADERSHIP SESSION

ment: volunteering, fundraising, community leadership, learning and group experiences.

Osutei’s team has “ambassadors” throughout the bank’s many departments and locations to champion the network and encourage participation by other employees. One of these ambassadors is Brenda Doig, senior legal counsel.

“I’ll be the liaison between Naki’s team

TD is proud to be one of Greater Toronto’s Top Employers.

I really enjoy practising at TD and I like the way the bank encourages employees to engage with their communities and colleagues in meaningful ways. I find this very rewarding.

– Brenda Doig Senior Legal Counsel

and the legal department,” says Doig.

“I’ll recruit and support activity leaders within our group. I was chosen for the role because I’ve engaged in many initiatives over the years that align with The Ready Commitment.

“For example, I’ve mentored law students, done pro bono work, taken part in runs for charities, and organized a career advice event for law students who are the first in their family to complete post-secondary education. I was also co-lead in 2017 of the TD United Way campaign for the legal and ombudsman’s departments.”

Doig was called to the bar in 2001 and practised with a large Toronto law firm and in-house at a regulatory body before moving to TD in 2013. “I’d heard great things about TD’s legal department,” she says. “I

practise in the global contracts group and the work is always evolving, with new issues to consider and analyze.

In legal, we have a multi-disciplinary team of 160 lawyers that supports and advises the bank in all the jurisdictions in which it operates.

“I really enjoy practising at TD and I like the way the bank encourages employees to engage with their communities and colleagues in meaningful ways. I find this very rewarding. The legal group is highly motivated and active – a lot of people sit on charitable boards, do pro bono work, participate in fundraising runs and so on.”

Like Doig, Osutei joined TD after hearing good things about the bank.

“My career has included many different experiences in the public and not-forprofit sectors. I moved to TD in part because of its reputation for making room for different kinds of leadership,” she says.

“Opportunities found within The Ready Commitment Network are designed to help colleagues see, practise and learn from different kinds of leadership, ultimately helping us make TD an even more inclusive place to work.” 

52,060

FULL-TIME STAFF IN CANADA

87,561

VOLUNTEER HOURS LOGGED IN 2018

2,977

CHARITIES ASSISTED LAST YEAR

$14.8M

RAISED FOR THE GTA UNITED WAY CAMPAIGN LAST YEAR

58

( 2020 )

Teranet invests in growing its young leaders

E

mily Boyce had only worked at Teranet Inc. for six months when she applied to the company’s Operational Excellence Program, which would give her Six Sigma Green Belt certification. She felt it was a long shot because she was new, so she was thrilled to be accepted.

“Getting into the program showed me that the leadership team recognized what I had to bring to the organization,” says Boyce, who joined Teranet in September 2018 as marketing manager, financial services. “The company has so much potential to launch and implement exciting, innovative projects, and I feel like I can make a really big impact here.”

Teranet designs, develops and operates world-leading land-information and personal property systems for the legal, real estate and financial services industries. The Six Sigma certification has given Boyce new operational tools and techniques to help her properly assess and deliver projects.

“I saw right away that there’s no shortage of opportunities to learn new things, share your ideas and move into different roles,” she says.

Boyce found a formal outlet to share ideas through a company-wide ‘Idea to Value’ program, where employees bring forward suggestions and can access coaching and funding to implement their ideas.

“As a new employee, it’s nice to feel that when you have an idea, big or small, the company values it,” she says. “It fosters

TERANET INC. AIMS TO PROVIDE AN INCLUSIVE WORKPLACE CULTURE THAT PUTS EMPLOYEES AT THE CENTRE OF THE ORGANIZATION creativity and innovation, and it demonstrates that they’re open to thinking about how to do things differently.”

Something Teranet has done differently is to continue to grow diversity, especially in the leadership ranks. “As a young, ambitious female, I’m impressed that they

We provide opportunities for learning and growth to our staff because to have a successful business, you have to have successful people.

–Nadim Kara Chief Human Resources Officer

recognize there’s a gap and they want to fix it,” says Boyce. “That’s the kind of place where I want to work.”

In fact, a Women’s Leadership Program was launched in 2019, and recently the company piloted a Return to Work Training Program to help reorient women coming back after a maternity leave, or any employee returning from an extended leave.

“We send a welcome-back email with a checklist of duties before the employee returns, in case they need a refresher,” says Nadim Kara, chief human resources officer.

“We provide opportunities for learning and growth to our staff because to have a

Proud of our story.

Be part of our future.

successful business, you have to have successful people.”

Teranet managers truly care about their staff – so much so that, through an outside human resources firm, 25 leaders and managers have received a Workplace Mental Health Leadership Certificate. “We knew our employees were highly engaged and productive, but we wanted to help them even more,” says Kara. “Our research told us that best-in-class employers take the stigma out of mental health, and we took that to heart.”

Low employee turnover of under five per cent proves that Teranet puts people first. President and CEO Elgin Farewell is testament to that longevity and loyalty. He has worked in various leadership roles since joining the company in 1997 and strives to create an inclusive work environment.

“We’re dedicated to providing an inclusive workplace where everyone helps each other succeed, and we deliver on what we promise,” says Kara. 

862

FULL-TIME STAFF IN CANADA

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

41

YEARS, LONGESTSERVING EMPLOYEE

49%

OF EMPLOYEES ARE WOMEN

59

( 2020 )

Diversity and innovation elevate Thales Canada

V

eronica Marin enjoys solving complex problems. Which is why, after receiving two master’s degrees, she went on to obtain a PhD in Mechanical Engineering at the University of Toronto. It’s also why she loves working at Thales Canada, focusing on sensors and safety features for driverless urban trains.

“This is exactly the sort of work I’d hoped to do to leverage my skills and expand my knowledge,” says Marin, a manager of research and innovation at the company’s Toronto office. “Unlike driverless cars, driverless trains transport a lot of people at once. That makes safety absolutely critical and keeps my team and I continuously challenged and engaged.”

Thales Canada is one of the country’s leading research and technology companies, focusing on aerospace, space, defence, security and ground transportation. The Toronto office, also its Canadian headquarters, is home to the global firm’s Urban Rail Signalling (URS) division, part of Thales’ transportation vertical.

“Thales Canada brings together a unique mix of expertise to help our customers think smarter and act faster using our high-technology solutions,” says Mark Halinaty, president and CEO Thales Canada. “I am exceptionally proud to lead a team of over 2,000 talented professionals who are dedicated to delivering cutting-edge technological solutions for our customers and to our organization.”

Kathryn Deline, director of human resources for the North American URS business, says what drew her to the organi-

VERONICA MARIN, MANAGER, RESEARCH AND INNOVATION, THALES CANADA, WORKING AT THE COMPANY’S CANADIAN HEADQUARTERS IN TORONTO zation was its “forward-thinking approach to innovation. All of Thales’ key areas of business are about delivering reliable and safe solutions, whether in transportation, defence or aviation.”

Thales Canada also actively encourages and supports the promotion of women.

Deline notes that the company aims for

I am exceptionally proud to lead a team of over 2,000 talented professionals who are dedicated to delivering cuttingedge technological solutions for our customers and to our organization.

– Mark Halinaty President and CEO Thales Canada

females to represent 40 per cent of its new recruits, and that more than half of the managers on the Canadian team are female.

Recently, Thales Canada partnered with two other organizations to create the Canadian Industrial Leadership Award, with an aim to increase diversity in the defence industry. The initial launch of the program represents an industry investment of more than $300,000. The program provides 10 annual $6,000 scholarships for students enrolled in STEM university programs, a dedicated internship program, as well as mentorships and career opportunities. This year’s theme specifically targets women in STEM (science, technology, engineering and mathematics).

Internationally, Thales has a Women in Leadership program to support female

talent. In Canada, Thales is a key sponsor of the Women in Defence and Security organization, which aims to increase women’s participation in what have traditionally been male-dominated sectors.

Marin emphasizes that camaraderie and teamwork are key parts of the Thales Canada experience.

In 2017, she was part of a group that demonstrated a driverless train safety prototype to representatives of New York City’s Metropolitan Transportation Authority (MTA).

She attributes their success, which led to agreements for continued development, not only to Thales’ deep technical expertise, but also to a spirit of collaboration and open lines of communication within the team.

“We worked tirelessly to prepare for it,” she recalls, “but we always stayed positive. Not only did the client say, ‘This is amazing,’ but they also said, ‘We see that your team has been working very closely together and it’s a very friendly environment.’ They highlighted this as something new and rare to see on an engineering project. That was really gratifying.” 

1,929 24,283 513 45

FULL TIME STAFF IN CANADA JOBS APPLICATIONS RECEIVED LAST YEAR JOBS AVAILABLE LAST YEAR YEARS, LONGESTSERVING EMPLOYEE

60

( 2020 )

Flexibility and autonomy rule at Tucows

Y

ou might not expect to get a lot of independence in a company where employees are affectionately referred to as “the herd.” But Tucows.com Co. has given Mariram Chandrasekaran all that and the opportunity to be outstanding in his field.

“The culture here allows us to be very independent. Our organization is open and innovative and has a flat structure,” says Chandrasekaran.

Toronto-based Tucows provides network access, domain names and other internet services through its brands.

They’re the second-largest domain registrar in the world by volume. As Ting, they deliver mobile phone service and fixed internet access. Hover enables individuals and small businesses to manage their domain names and email addresses.

As a product manager, Chandrasekaran has a pivotal role in meeting the needs of both internal and external customers. He works daily with multiple teams to build features and tools to meet both groups’ business goals.

And whether he does that in the office or at home is his call.

“Tucows stands out because of the flexibility they offer and the independence that employees get in terms of where they want to work,” Chandrasekaran. “We have a very good work-from-home program. Most people generally tend to work from home one day a week.”

Flexibility is a core principle of Tucows’ corporate culture. In addition to flex hours and remote work, employees receive a lifestyle spending account to buy items or services that fit their personal formula

HOSTING A MINDFULNESS AND MEDITATION SESSION AT TUCOWS' ANNUAL EMPLOYEE UNCONFERENCE for well-being. It can be anything from buying a bike to taking tai chi in the park or getting an in-house massage. That’s in addition to a benefits package that includes top-up programs for maternity-parental and adoption leaves.

Financial health is also a focus. The company offers RRSP matching and employee stock options. And while employ-

There really are no boundaries.

We don’t limit our employees in their job role but rather we empower and encourage them to follow their passions.

– Jessica Johannson Chief People Officer

ees’ average age is just 37, there are regular seminars on retirement planning.

All that makes Tucows stand out from the rest of the high-tech herd.

“We’re a workplace that has no egos,” says Jessica Johannson, chief people officer.

“We’re a group of very smart individuals who bring their best experiences to our workplace, which helps us cultivate an environment that’s flexible, agile and innovative on a daily basis.”

That innovation is something Johannson herself loves about working at Tucows. In previous jobs, she worked at companies that took a traditional approach to human resources. She says the grass is definitely greener on the other side of the corporate fence.

“Tucows allows me to do something different in the people space – I’m really able to put a new slant on old things like performance reviews. We don’t do that at Tucows because people understand what the expectation is for them at their work,” says Johannson.

“Tucows offers me the opportunity to paint the sky purple and do different things and that’s what really excites me.”

While individually independent, the Tucows herd hangs together at social activities, charitable works and numerous company clubs. All these activities are employee-driven rather than company-mandated. Whether it’s taking in the annual Blue Jays Pride Game or a potluck at the office, there are no fences put around employee initiative.

“There really are no boundaries. We don’t limit our employees in their job role but rather we empower and encourage them to follow their passions,” says Johannson.

“We’re always striving to be better and I tell you I will take employees fuelled by passion any day to accomplish great things.” 

446

FULL-TIME STAFF IN CANADA

37

YEARS, AVERAGE OF ALL EMPLOYEES

26

WEEKS, MATERNITY LEAVE TOP-UP PAY

3

Join the herd Making the Internet better since 1993.

WEEKS, STARTING VACATION ALLOWANCE

61

( 2020 )

Visa Canada gets great credit for its culture

N

eil Watson joined Toronto-based Visa Canada a year ago and was surprised at a number of offerings, one of them being weekly lunch hour yoga sessions. He had never tried yoga, but found it pleasantly beneficial.

“Yoga takes your mind completely off what you were doing in the morning,” says Watson, Visa Canada’s director of affluent marketing. “You really have to focus. It leaves me much better prepared for the afternoon.”

Along with yoga, Visa employees can also participate in once-a-week Pilates sessions, relieve stiff muscles from a recently introduced massage therapist or play a quick game of ping pong.

The amenities are part of Visa’s Work Hard, Play Hard initiative, which is aimed at promoting collegiality and enhancing employee engagement, says LeAnne Thorfinnson, director of human resources.

“We have four teams that are all about driving engagement,” says Thorfinnson.

“We do a lot of activities to build our culture.”

Stacey Madge, Visa Canada country manager and president, concurs. “I cannot overstate the power of our teams, especially our Diversity and Inclusion team, which really does a phenomenal job.”

Members of that team organize events around various religious holidays and cultural traditions. “We have a lot of people from India and Pakistan and they put on a celebratory lunch,” says Madge. “They explained the meaning and importance behind various holidays, the differences between cuisine in Pakistan and northern and southern India.”

THE RETURNS ARE FAST AND VIEWS ARE SOARING FOR EMPLOYEES AT VISA CANADA The Employee Engagement group is responsible for responding to the annual employee survey, among other things, and works hard to address workplace issues.

“We look at the lowest scores and develop action plans against those,” says Madge.

“We really agonize over engagement, which is already very high at more than 88 per cent, but there’s always room for improvement.”

We have four teams that are all about driving engagement.

We do a lot of intentional activities to build our culture.

– LeAnne Thorfinnson Director of Human Resources

The company takes a multi-pronged approach to employee growth and professional development. Employees can take advantage of a multitude of online tools available through Visa University, which is run through the organization’s U.S. headquarters. They can also sign up for the company’s mentorship program and serve as mentors or mentees.

Madge and Thorfinnson work with individual employees who need to polish their skills to move from director to executive level. They also move high performers up and allow them to grow into more challenging roles. “We really focus on the development of our people on a person-by-person basis,” Madge adds.

New hires are welcomed through the

company’s onboarding process. Watson met a number of senior leaders during his first week and was impressed by how much time they spent with him.

He was also assigned a buddy, which helped ensure a smooth entry.

“When someone new starts they get a buddy of similar age, experience and level, but from a different team,” says Watson. “It really helped me, and now I’ve become a buddy for someone who came from the United Kingdom.”

Those who join Visa find themselves working in a challenging and rapidly evolving sector of the financial services industry. “We are in a really vibrant industry,” says Madge. “Canada is changing and modernizing its payment systems and we’re at the forefront of those changes.”

Visa Canada is committed to giving back through its Make a Difference team, which organizes a number of events annually, including tree planting, helping out at food banks and holding clothing drives. Employees are allowed up to two days of paid leave annually to participate. As well, Visa will match employee donations to registered charities up to a maximum of $10,000 a year. 

116

FULL-TIME STAFF IN CANADA

4,800

JOB APPLICATIONS RECEIVED LAST YEAR

42

YEARS, AVERAGE AGE OF ALL EMPLOYEES

69%

OF EXECUTIVE TEAM ARE WOMEN

Visa is proud to be one of Greater Toronto’s Top Employers

62

( 2020 )

Fun times and fast growth at Zynga

H

aving fun is more than just a side benefit of working at Zynga.

“We make mobile games that have a very broad audience and we’re a leader in our field,” says Martin Edelman, senior director at the company’s Canadian studio in downtown Toronto. “Our games are fun, so our work environment and culture should reflect our products.”

With headquarters in San Francisco, Zynga was founded in 2007 and now has studios around the world.

“We’ve had a presence in Toronto since 2011 when we acquired another company,” Edelman says. “I joined in 2016 as the company saw a major opportunity to do more here. Toronto is a great place to be because of its thriving technology and creative ecosystems.

“Growth is absolutely happening here.

We have people across every aspect of game development – developers, product managers, designers, artists, testers. Our people tend to stay for a long time because employees get to work on games that they themselves would play and are passionate about. With millions of people around the world enjoying our games on a daily basis, we hope to continue attracting the best talent in the industry.”

Whitney Mak has been at Zynga for more than seven years. She started with the company as a graduate from the University of Waterloo with a bachelor’s degree in computer engineering. After building her skills developing tools that drive games, she was asked to work on software

GAME COMPANY ZYNGA AIMS TO HAVE A WORKPLACE THAT FOSTERS BOTH CREATIVITY AND TECHNICAL INNOVATION engineering for the games themselves.

“As the company grew, I was one of the first to join Words With Friends, which is a casual multiplayer word game,” Mak says.

“Now I’m an engineering manager leading a team of several engineers who do the coding and implementation for the game.”

We're looking for innovative and creative people to help us connect the world through games.

– Martin Edelman Senior Director, Zynga Toronto

Having recently celebrated its 10-year anniversary, Words With Friends has millions of daily users worldwide. “It’s more than a game for me,” says Ian Osawaye, a software engineer on Mak’s team. “It’s very social. You can interact with other players through chat rooms and so on.

“I’m not a core gamer,” he adds, “although I grew up playing a lot of games. I also have a computer engineering degree from Waterloo and I did my third and last co-op term at Zynga. I saw what working here was like and really liked it. The culture is great, very supportive, with real work-life balance. Then I got an offer to come back full-time, and now I’ve been here for over two years.”

In addition to technical skills, Zynga likes to hire collaborative people who can add to the company’s skill sets and diversity and want to grow with the organization, says Kiran Samana, senior manager, talent acquisition. Diversity is fostered through several employee resource groups. For example, Women at Zynga actively recruits and interacts with the local tech community.

“We also encourage people to explore areas outside their comfort zones and move to different teams in the company,” says Samana. “There are lots of shared learnings with other studios in Zynga and mobility is encouraged locally and globally.”

Zynga offers “standout benefits,” she adds, including an open vacation policy, generous maternity and parental leave, company-provided lunches and gym memberships, and flexible work hours.

“Our plan is to continue growing here in Toronto,” says Edelman. “We’re looking for innovative and creative people to help us connect the world through games.” 

133

FULL-TIME STAFF IN CANADA

2X

STUDIO HEADCOUNT GROWTH IN 2 YEARS

50%

WOMEN ON THE BOARD OF DIRECTORS

26

WEEKS, MATERNITY LEAVE TOP-UP PAY

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